ESAB 5 year Strategy East Sussex Association of Blind and Partially

ESAB 5 yearStrategy
East Sussex Association of Blind and Partially Sighted
People
Five Year Business Strategy
June 2014
Written by the Trustees of ESAB and the Chief Executive
June 2014
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ESAB 5 yearStrategy
ESAB Strategy
Introduction
ESAB has been through a lot of change in the last three years, in
particular it has moved to a more commercial way of thinking and
working ±contracts are fully funded, professional fund raisers have been
employed and commercial charity shops are being developed. ESAB
has also taken on more contract work and is now being funded in part by
the Big Lottery. The result is that ESAB has become financially more
sustainable and has built up some reserves to protect itself.
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so that services are there to help members long into the future. ESAB
provides a range of vital services to its members, all funded by grants,
donations and gifts. In this modern climate it is important that ESAB, and
all who are involved with ESAB, are working to the same goals and
principles.
This strategy looks at four strands of work but all through it keeps
the principle that ESAB does what its members want it to do,
everything revolves around the needs of the members and
everything it does is subject to consultation with the members.
The objectives and outcomes are laid out in order of importance, in most
cases they are as follows:
1. Immediate ±within the first year of the Strategy
2. Medium term ±Within the first three years of the Strategy
3. On-going ±Throughout the Strategy
The SMART principle has been applied to all the objectives to ensure
that they meet the following criteria
 Sustainability
 Measurability
 Achievability
 Relevance
 Time-scales
Applying the SMART principle allows the Trustees of ESAB to monitor
progress of the objectives to the point of completion.
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ESAB 5 yearStrategy
The four strands in the strategy are:
 Members
 Finance
 Enablers
 Media
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ESAB 5 yearStrategy
Strand one – Members
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ESAB 5 yearStrategy
Immediate Objectives
Objective 1
A new position of Volunteer Co-ordinator to be created
Projected Outcome:
- To strengthen the ties between ESAB, volunteers, social groups.
The social group chairs have identified a need for better
involvement from ESAB.
- To implement a home visiting service across the county.
ESAB has had a reduced connection with volunteers, in particular with
the social groups, over the last few years due to staff and budget cuts. A
volunteer co-ordinator would re-establish a key connection with ESAB
and its members and volunteers. A home visiting service will reduce
social isolation of blind and partially sighted people across the county.
Sustainability:

Write a business plan outlining the post and the work

Ensure the funding can be found on a full cost recovery basis from
trusts, foundations or the Big Lottery

Seek advice if necessary on writing a successful bid

Ensure that funding is in place to finance the home visiting
service

Identify, define and recruit a home visiting volunteer workforce to
cover all the ESAB areas

Ensure that there is a viable working model in place for the
scheme

Ensure volunteer and staff training is on-going and up to date
Measurability:

Monitor targets for the volunteer visiting scheme

Monitor volunteer numbers at the social groups

Identify specific weak volunteer areas and monitor their
activity

Monitor ESAB numbers of members and volunteers

Identify numbers of volunteers

Identify the members who would use the service

Monitor the members in relation to loneliness and isolation

Ensure that the project stays on budget
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ESAB 5 yearStrategy
Achievability:
We need to ensure full cost recovery and carry out studies to identify:

Clear guidance on what the service provides

Funding

Volunteers

Members needs
Relevance:
Consultation with Social Group Chairs and members has already
established relevance and need for this project.
Timescale:
To be commenced within the first year of the Strategy.
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ESAB 5 yearStrategy
Objective 2
To provide services via the East Sussex Vision Care
(ESVC) Contract beyond 2014
Projected outcome
Funding for contract work is protected and the work is in line with our
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Sustainability:

Continue building on the relationship with the other members of
ESVC

Ensure that East Sussex County Council (ESCC) is provided with
the highest level of service in relation to the terms of the current
contract

Ensure that all targets are met in the current contract

Ensure that our Social Capital continues to be of the highest value
Measurability:

Continue to exceed the targets set by the contract

Identify any areas that could provide growth to the contract
figures

Continually evaluate our Social Capital element
Achievability:
There are circumstances that we need to be aware of that could change
the achievability:

A change in policy at ESCC

A change in budget from ESCC and the ability to subsidize the
service if budget cuts are made

A change in direction from one or all of the ESVC members

A change in needs and wants from our members
Relevance:
At present our members are consulted on the current contract and areas
that they requested are included so at the moment there is relevancy.
This could change if:

Members indicate that they would prefer other services

ESCC changes its policy on only providing statutory services

ESCC cut services or budgets
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ESAB 5 yearStrategy
Timescale:
Immediate
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ESAB 5 yearStrategy
Medium Term Objectives
Objective 3
To continue providing services to Brighton and Hove
Projected Outcome
Long term growth and provision in the City similar to the levels of service
provided for the rest of East Sussex
Sustainability

Ensure that Brighton and Hove City Council are provided
with the highest level of service in relation to the terms of the
current contract

Ensure that all targets are met in the current contract

Ensure that our Social Capital continues to be of the highest
value

Continue to forge links with other groups and societies in
Brighton and Hove
Measurability:

Continue to exceed the targets set by the contract

Identify any areas that could provide growth to the contract
figures

Continually evaluate our Social Capital element
Achievability:
There are circumstances that we need to be aware of that could change
the achievability, they are:

A change in policy at Brighton and Hove

A change in budget from Brighton and Hove

Members indicate that they would prefer other services

Brighton and Hove changes its policy on only providing
statutory services
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ESAB 5 yearStrategy

Brighton and Hove cut services or budgets
Time-scale:
A new prospectus will be published by Brighton and Hove City Council in
April 2015
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ESAB 5 yearStrategy
Objective 4
Work in partnership with other organisations to raise
awareness among employers concerning employment of
blind and partially sighted people
Projected Outcome
More blind and partially sighted people in employment
Sustainability:

Identify other organisations working on employment and engage
with them

Identify members who would benefit from engagement in order to
assist them getting into work
Measurability:

Record referrals from ESAB to other organisations

Record the success rate of members into employment
Achievability:
Members are finding it harder and harder to find employment as the
market is shrinking and unemployment is at a high. To be able to find a
job for one member would be a success.
Relevance:
Employment for people who are blind or partially sighted has become
more and more difficult in recent times. Barriers to work include funding
specialist equipment, a lack of understanding on the part of employers
and the current financial climate. ESAB champions independence for its
members and employment is a big part of that for many.
Time-scale:
Ongoing
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ESAB 5 yearStrategy
On-going Objectives
Objective 5
Strengthen the voice of blind and partially sighted people
with decision makers, funders and grant-givers to ensure
sight loss is better understood.
Projected Outcome
Ensure that sight loss is better understood by decision makers, funders
and grant-givers with an aim to producing more funding.
Sustainability:

Broaden our outreach work

Identify decision makers to target

Provide vision awareness training at a level to encourage
decision makers
Measurability:

ESAB needs to create a plan of whom and how we intend to
influence

Record the number of decision makers who take up vision
awareness training

Record the number of outreach contacts made
Achievability:
ESAB currently works with decision makers with regard to local councils,
voluntary and community groups as well as a few commercial
organisations. It would not be a difficult task to increase the number with
whom we could work.
Relevance:
When decision makers have an understanding of the problems faced by
people with sightloss they are better equipped to reflect their needs. The
more decision makers we can influence the better services would be for
our members.
Time-scale:
Ongoing
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ESAB 5 yearStrategy
Objective 6
Ensure that the Members of ESAB are fully aware of what
ESAB can do for them
Projected Outcome:
Members have a better understanding of what ESAB has to offer
Sustainability:

Ensure that ESAB is branded universally

Ensure that all enablers understand the importance of ESAB
branding

Ensure that any person, group, organisation that deals with ESAB
is aware of who we are and what we do

Strengthen links between the social groups and ESAB

Investigate the opportunity for an Aids and equipment mobile
vehicle

Provide signage and branded welcome packs for the social groups
Measurability:

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regular basis

Record which services members are using on a regular and long
term basis

Compare and monitor recordings on a regular basis
Achievability:
This is a drip feed objective. It would be important to record data at the
start and continue to compare over the five years of the strategy. If
members are engaged with ESAB on a long term basis then the concept
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Relevance:
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as their organisation of choice. Enablers need to identify ESAB at every
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the wider community will recognise it and its work.
Time-scale: Ongoing
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ESAB 5 yearStrategy
Objective 7
Recruit more younger blind and partially sighted people.
Projected outcome: To understand and make provision for younger blind
and partially sighted people in our area.
Sustainability
 Actively promote ESAB to younger groups and organisations in
East Sussex
 Review the services that ESAB offers to younger people
 Ensure that the Tuesday Club is well resourced and able to take
on more members
 Ensure that younger people are represented at ESAB, for
example, on the user reference group
 Look at cross-working with other organisations
Measurability
Our membership records will show the number of younger people (under
the age of 60) who have joined us.
Achievability
There are a significant number of young blind and partially sighted
people we could reach by working with other organisations.
Relevance
The majority of blind and partially sighted people are in the older age
group. This leaves a significant minority of younger people whose needs
are not met. We should be working to attract and cater for a range of
blind and partially sighted people.
Time scale
Ongoing
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ESAB 5 yearStrategy
Strand two – Finance
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ESAB 5 yearStrategy
Immediate Objectives
Objective 1
To guarantee future income via the East Sussex County
Council and Brighton and Hove City Council contracts
Projected Outcome:
To provide a range of services to our members, including:
 Aids and equipment service (East Sussex and Brighton)
 Low vision support service (East Sussex)
 Mobility and orientation Training (East Sussex)
 Certificate of visual impairment process (East Sussex)
 A range of training courses (East Sussex and Brighton)
 Home visiting service (Brighton)
 Co-ordinator (Brighton)
 Four social groups (Brighton)
 Brighton centre
Sustainability:
ESAB needs to work with Eastbourne Blind Society and Hastings and
Rother Blind Society in the form of East Sussex Vision Care to put
together a bid for the 2014 East Sussex County Council Prospectus for
services to vision impaired people in the county.
ESAB will continue to work with Brighton and Hove City Council to
ensure that all targets are met in relation to the contract it holds, and that
need and want of members is an integral part of the services.
Measurability:
 Encourage dialogue with ESVC at the earliest opportunity
 Be part of discussion meetings
 Ensure that the needs of ESAB are part of the discussions
 Report on a regular basis to the Board from ESVC
 In association with ESVC, put together a structured plan of action
to ensure the strongest bid is submitted to the prospectus
 In association with ESVC and ESAB members ensure that the
services being bid for are achievable, required and at a full cost
recovery
 Work on the ESCC bid in line with their statutory requirements
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ESAB 5 yearStrategy
 Encourage discussion with Brighton and Hove City Council at the
earliest opportunity to ensure that the 2015 bid is successful
 Start to work on the Brighton and Hove City contract in Summer
2014
Achievability:
ESAB has been successful in the past with these contracts and provided
the following are covered then a continued contract with East Sussex
County Council and Brighton and Hove City Council will continue:
 Start early dialogue with interested parties
 Ensure that all targets are met
 Ensure that member feedback is strong
 Ensure that Social Capital is robust
 Keep relationships with the commissioners strong
 Allow for budget changes and reductions
 Be aware of possible competition from outside organisations
 Be ready to form partnerships if commissioned services change
dramatically
 Ensure that costs are realistic and achievable
Relevance:
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work. Most of our referrals come via this route. Members are signposted
onto other services via this primary entry into ESAB. Without these
contracts ESAB would miss out on a huge number of referrals.
Timescale
To be commenced during the first year of the strategy
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ESAB 5 yearStrategy
Objective 2
To apply for further Big Lottery Funding in 2014 for
continued Training
Projected Outcome
To have a new bid accepted by the Big Lottery Reaching Communities
Fund when the existing one expires in January 2015
Sustainability:
 Identify the need from our members
 Put together an outline proposal to the Big Lottery Fund
 Work up a detailed full cost recovery budget
 If the outline proposal is accepted put together a full bid to the Big
Lottery Fund
Measurability:
 Put together a time line for the application process
 Monitor the time line on a regular basis
Achievability:
ESAB has a good history with the Big Lottery having received three
grants in the last three years. Our members have clearly indicated that
there is a need for home visiting, local representation and training and
we have the capacity and knowledge to put together a successful bid.
Relevance:
Training is the second largest piece of work carried out by ESAB after
the core contract work. It has been identified as a major factor in helping
members to become more independent and live healthier lives.
Timescale:
To be commenced during the first year of the strategy
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ESAB 5 yearStrategy
Objective 3
To ensure that all targets are met by our professional
fundraisers Spectrum
Projected Outcome
To raise un-restricted funds to cover contract shortfalls
Sustainability:
 Provide Spectrum with an annual realistic target in line with the
shortfall from our contract work
 Ensure that the Case for Support is up to date and fresh
 Identify areas of work that can be formed into projects that can
become un-restricted
 Assist Spectrum where necessary with finding Vice Patrons for the
Appeal and bringing them on board
Measurability:
 Set a realistic target as part of the ESAB annual budget
 Monitor the progress of the target on a regular basis
 Look to act in relation to Objective 6 i.e. having a clear legacy
structure if the target is not going to be met
Achievability:
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target for 2013/2014 was £70,000 of un-restricted funds.
Cap. They achieved 86% (£60,488) of it so they were close to their
target.
Relevance:
ESAB has worked hard over the last two years to get all its expenditure
covered but there is still a shortfall (expenditure not covered by contracts
or the Big Lottery fund). Unrestricted income via a number of sources
including Spectrum is an integral part of its overall income.
Timescale:
To be commenced during the first year of the strategy
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ESAB 5 yearStrategy
Objective 4
To ensure that the Friends of ESAB (FESAB) are fully
supported to be able to meet their target
Projected Outcome
The Friends hit their target year on year
Sustainability:
 Work in conjunction with the Friends when setting their target for
each year
 Support them at events by being present and encouraging others
to come
 Assist them with volunteers where appropriate
 Provide positive feedback and support
Measurability:
 Work with the Friends a year in advance to identify what events
they are planning and how much they expect each event will bring
in
 Set their target in relation to expected event profit
 Monitor on a regular basis
Achievability:
The Friends have raised £50,000 for ESAB since their inception in
September 2011. It will be important to work ahead with them so that a
budget for each year can be accurately set that is achievable and in line
with ESAB needs.
Relevance
Community fund raising is important for two reasons:
 It produces a valuable source of local income
 It raises the profile of ESAB in the community
Timescale
To be commenced during the first year of the strategy
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ESAB 5 yearStrategy
Medium Term Objectives
Objective 5
To produce a business case for a Charity Shop business
and put the business case into practice
Projected Outcome
To open a Charity Shop business for ESAB within the next 3 years
Sustainability:
 Write a detailed business case encompassing all of the
following:
 Identify premises
 Identify a key member of staff or volunteer to manage the shop
 Find volunteers to work in the shop
 Identify where stock will come from
 Put together a budget for set up costs and on-going costs
against profit
 Agree an initial spend out of reserves for the setup of the shop
Measurability:
 Constantly monitor the revenue from the shop
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full review would take place to evaluate continuing or closing
 Monitor levels and quality of stock
 Monitor numbers of volunteers
Achievability:
Many charities run shops, with varying degrees of success. ESAB has
no experience of retail work but has a good track record of volunteers
and donations of stock. It is impossible to say if it is achievable.
Relevance:
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term survival. Charity shops are a good source of income as well as
raising the profile of ESAB
Timescale: Within the first three years of the strategy
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ESAB 5 yearStrategy
Objective 6
Produce a clear Legacy Strategy for ESAB
Projected Outcome
Increase legacy giving to ESAB
Sustainability:
 Produce legacy information for ESAB members
 Create a legacy strategy specifically for ESAB
 Ensure that members are well acquainted with ESAB and its
services, and do not confuse ESAB with other organisations of and
for blind and partially sighted people
 Get the assistance of a local solicitor.
 Publicise the opportunity of legacy giving to ESAB
 Ensure that legacies are given to the correct charity by making
sure that potential donors are awDUHRI(6$%¶VXQLTXH
comparison to other national or local charities
Measurability:
 Identify current legacy giving
 Monitor progress over the next five years on a regular basis
Achievability:
ESAB has received legacies in the past but there has been a slow down
over the last few years. Members need to feel that ESAB is a worthwhile
cause and they should be encouraged to give to us. An increase should
be achievable over the next 5 years.
Relevance
ESAB has 1600 members, many of whom are over 60 years old. Some
of those members would feel that the benefit they have received from
ESAB should be rewarded with a legacy. A strategy would make it clear
to members how they could leave a legacy.
Timescale
Within the first three years of the strategy
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ESAB 5 yearStrategy
Objective 7
To ensure that funding is available for any shortfalls
Projected Outcome
To ensure that ESAB comes in on budget for the next five years, the
length of this strategy
Sustainability:
 Ensure that objectives 1, 2, 3 and 4 are all successful
 Identify projected shortfalls at an early stage and react to them
accordingly
 Be prepared for re-organisation or re-structuring
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i.e. a shop
 Expand only if full cost recovery funding is in place
Measurability:
 Monitor
o Treasurer, CEO and Finance Officer monitor on a monthly
basis
o Trustees monitor on a quarterly basis
 React quickly and in the best interests of our members whilst
ensuring the financial stability of ESAB
Achievability:
It has proved possible in the past and with the other objectives being
met it should be possible in the future.
Relevance
Sound financial stability is central to ensuring that ESAB is here in the
future.
Timescale
Within the first three years of the strategy
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ESAB 5 yearStrategy
On-going objectives
Objective 8
To explore and endeavour to find at least one corporate
sponsor per year
Projected Outcome
Ensure that ESAB has a regular stream of corporate sponsors
Sustainability:
 Identify potential sponsors
 Identify sponsorship opportunities within ESAB
 Identify projects for fund raising and work for ESAB that a
corporate sponsor could undertake
Measurability:
Identify one corporate sponsor each year for the five years of this
strategy
Achievability:
Based on the two current corporate sponsors of ESAB this should be
achievable.
Relevance:
Corporate sponsorship can provide ESAB with more than just money, for
example, printing costs, governance work or legal assistance. Whilst
these are not direct financial benefits, corporate join up is of benefit.
Many companies want to exert their social benefit on their communities
and this is a way for them to do so.
Timescale
On going
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ESAB 5 yearStrategy
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