Business Plan 2015/16 Coeliac UK. 1. Introduction

Transcription

1 Business Plan 2015/16 Coeliac UK 1. Introduction 1.1 This plan covers a two year period with the second year remaining indicative in the milestone chart and its budget and plans will be reviewed in a rolling business plan next year. 1.2 The plan is one of the most ambitious the Charity has ever undertaken. We are in a strong position to accelerate our progress towards our 2020 strategic aims having built a successful public profile based on a strong and active Membership base and expert staff with a wide range of professional skills. 1.3 Public recognition of the term coeliac disease has grown from 44% to 74% between 2003 and The retail gluten free market has grown by at least 10% year on year for the last decade and does not look like slowing. And from a very low base, nearly a quarter of the top 100 brands in catering feature gluten free dishes on their menu with a 300% increase in the last three years in the number of lines available. 1.4 Despite the economic challenges of the last few years the Charity s finances are robust and capable of supporting significant investment in bolder initiatives to secure a better deal for people with coeliac disease and develop long term solutions with more research. 1.5 The economy is looking better and we need to take advantage of improving conditions to boost fundraising and commercial income with the implementation of strategies agreed in We will also need to increase our Membership fee (from 20 to 24 for individual Members) for the first time since its implementation in 2008 to reflect inevitable inflationary pressures in providing the services. 1.6 On that basis we have budgeted for a 15% growth in income in 2015 and 14% in. The raised level in activity we are proposing will require investment in additional commercial and volunteering staff, materials to back our diagnosis campaign and support research. As a result expenditure is set to increase by 23% in 2015 but reduce by 3% in. 2. Key themes of plan 2.1 We will seek a marked increase in the public profile of coeliac disease with our new national campaign focusing on the issue of diagnosis. It will include our first national advertising campaign, pop up clinics to garner regional impact, the creation of an online diagnosis clinic and the development of a sustainable pharmacy led model of diagnosis. 2.2 The campaign will not only address the very real issue of lack of diagnosis, it is also intended to boost the Charity s reputation and profile overall in support of our work Page 1 of 6

2 to increase Membership numbers, catering accreditations, product licensing, fundraising for research and provide a platform for future campaigns. 2.3 Work will continue to improve services for Members. A project begun in 2014 to look at new ways to gather information on gluten free products will bear fruit in When we launch the 2015 Directory there will be double the number of products 20,000 and by the end of March we expect the number to have reached 50,000. But such improvements bring their own challenges. The printed Directory will need to change. Not only will a Directory of 50,000 be unaffordable, it will be unusable at a telephone directory size and weight. We will be consulting with Members in the first part the year to find an effective solution for those who will still rely on a printed Directory. 2.4 We will build on the success of the 2014 campaign to sign up retailers to the Glutenfree Guarantee which ensures at least eight staple products are available in every one of the retailer s stores irrespective of size. We will target convenience store chains in our second phase to secure greater availability than ever before. 2.5 The plan also lays the foundations to achieve longer term objectives set out in our 2020 strategy. For example, we intend to build towards a major fundraising campaign for research. One of the pledges in our recent FREED FROM campaign set out a million pound challenge to create a research fund. But we want to go further is the Charity s 50 th anniversary. What better gift for the next generation of Members than to build the next generation of researchers able answer some of the key questions about managing the disease. We start work on a major donor and trust programme which will be a key element of the campaign. 2.6 We are also responding to changed circumstances in Scotland. Increased devolved powers gives the Charity greater opportunities for influence and we need to step up to the challenge. We have already taken advantage of a vacancy in the Scottish post by reshaping and increasing the seniority of the role. 2.7 Finally we need to take advantage of the increasing interest in the gluten free diet and our expert knowledge in the area without jeopardising our core mission of improving life for people with coeliac disease. Manufacturers, retailers and caterers are responding to the phenomenal growth in demand for gluten free and see the Charity as the primary source of expertise and knowledge. But there are increasingly competitors who want to position themselves as rivals for training, advertising and even accreditation. To ensure we remain pre eminent in the gluten free arena we will create a new trading company which will provide services, at a cost, for those simply looking for a gluten free diet. This will enable us to continue our positioning as the place to go to for gluten free expertise if you are a consumer or commercial operator. But the use of a Trading Company for this work will ensure that the Charity s core purpose or policies are protected and will provide another source of income for our charitable activities. 2.8 In summary the focus of the activity in the plan will be to: Page 2 of 6

3 launch a new campaign to increase diagnosis rates launch a bigger and better Food and Drink Directory launch a second wave of the Gluten free Guarantee campaign aimed at chains of convenience stores lay the foundations of a major donors and trust programme which will support major investment in research develop our volunteer base to work in partnership with our Members in everything we do for the benefit of all extend our reach with an expanding Membership base and secure our position as the go to organisation for anyone interested in the gluten free diet. 2.9 Activities against aims are: Aim 1 Support Increase numbers in Membership to 72k in 2015 Increase number of products and brands listed in the Food and Drink Directory (500% by end of year) Consult with Members on how to manage a new printed Food and Drink Directory Increase the number of venues in the Venue Guide by 1,000. Aim 2 Better diagnosis and management Launch a major diagnosis campaign. Launch accredited online training modules for dietitians. Promote new NICE guidelines on diagnosis and management to healthcare professionals. Aim 3 Better access to foods in the shops Launch second wave of the Gluten free Guarantee campaign. Increase the number of products with the Crossed Grain licence issue 36 new licensees. Investigate cost base for gluten free production to underpin the FREED FROM pricing campaign in future years. Page 3 of 6

4 Aim 4 Eating out Increase the number of venues accredited (20 individual and 5 chain accreditations). Train more people online and in face to face courses (c 400). Aim 5 Research Hold research conference. Launch a new research call. Aim 6 Value for Money Create a major donor network and increase other fundraising activities. Increase Campaign Network membership by 250 to support effectiveness of the diagnosis campaign. Launch blog and microsite functions on the website Budget 3.1 The proposed budget is an investment one with a net deficit of 143k in 2015 and a surplus of 384k in. The Charity has healthy reserves which are able to absorb a deficit budget in 2015 without risking the Charity s prudent reserves policy. Summary budget is included in Appendix A and B. 3.2 Income Overall income is budgeted to grow by 15% against the 2014 forecast. An increase in commercial income is the biggest contributor to this growth mainly from a growth in licensing and accreditation activity. A growing Membership is also contributing to an 19% growth in income from the Membership forecast outturn figure for Our investment in fundraising will begin to reap rewards reversing the flat position of fundraising in recent years with a rise of 24% in 2015 on fundraising excluding unpredictable legacy income. 3.3 Legacies Legacy income in 2014 is forecast for 111k. The nature of this income means that this can vary significantly year on year. As with previous years, it is proposed that this income is taken below the line and decisions on matched expenditure made in year. Page 4 of 6

5 3.4 Expenditure Overall, expenditure is set to grow in 2015 by 23% to 3,579k reflecting the increased levels of activity. The increase is mainly accounted for by activity on the Charity s diagnosis campaign and new staff to support our increase in volunteering activity. We plan to spend around 400k over two years on the Diagnosis campaign. The HR budget will grow by 17% in 2015 to accommodate new staff devoted to supporting volunteers. An across the Board pay rise has been kept to a modest 2%. 3.5 Capex With the Charity s investment programme in ICT infrastructure largely complete, capex costs in 2015 and will reduce by about two thirds. Average annual expenditure of 65k will mainly be used for further refinements of the Membership database, website and the app. 4. Performance measures 4.1 Each project we undertake will have its own set of key performance indicators (KPIs). Business plan KPIs are set out below: Stakeholder Retain 90% of Members Recruit 15.5k new or lapsed Members Achieve 150k Facebook interactions (likes/comments/shares/posts) for 2015 Achieve 10k Twitter interactions (mentions/retweets) for % of Membership downloaded mobile app 28 accreditation packages taken up by caterers (6 chain, 22 single site) Recruit 250 new Volunteers to the Campaign Network Financial Fee income on target Fundraising income on target Commercial income on target Internal 80% of Members activated web account 50% of 2014 renewals made online 90% of debts collected in 90 days Developmental Staff absentee levels below charity sector average 2.2% Staff turnover below a rolling 12 month charity sector average of 15.2% Page 5 of 6

6 The annual ESAT exercise produces a higher % of satisfaction in over half the questions covered. 5. Risk management 5.1 The Charity is undertaking an ambitious and high profile plan in 2015 which will require careful prioritisation to ensure business as usual activities maintain their high standards. 5.2 The proposed rise in income from Membership fees will be gained through growing Membership numbers and the first increase in the Membership fee since the scheme was introduced in Continued high rates of joining throughout 2014 suggests joining assumptions are low risk. However, 2014 saw the first year of pay on joining for new Members will be the first year that these Members are being asked to renew. We are assuming that their behaviour on renewal will be the same as preexisting Members but this will need to be monitored carefully to assess any differences in behaviour. In addition the introduction of the fee increase may impact on retention levels. A careful programme of communication highlighting improvements in service and length of time with no fee rise will be implemented. Feedback from our local Voluntary Groups suggest that the rationale for the rise is well accepted. 5.3 The substantial rise in commercial income is supported by better than expected performance in this area over a number of years and, in particular, the appetite for Crossed Grain licensing and catering accreditation that we have seen in the last two years. Additional staff have been recruited to cope with the additional demand and to ensure that we have an ongoing sales pipeline. 5.4 Planned rises in fundraising income are based on untested activity. However, new recruits in this area provide the Charity with new skills to exploit previously untapped fundraising channels. 5.5 Overall we will need monitor income very carefully. However, timing of major expenditure associated with the diagnosis campaign is set for the second half of We will be able to adjust that programme of work if necessary in line with income. 5.6 Finally, our plans for creating a new income generation line with a lifestylers service in a new Trading Company may attract controversy within the Membership if misinterpreted as diluting the Charity s core mission. The rationale to bolster the Charity s pre eminent position as expert on the gluten free diet must be clearly articulated within a timescale that allows reflection and response to Members concerns. 6. Objectives and milestones These are attached as Appendix 1. Page 6 of 6

7 Appendix 1 Milestones /16 Business Plan Aim Authorative source of support and quality services Increase our Membership New fee Begin research for Recruitment drive Recruitment drive base Cost: implemented. Launch new scheme Allergy and Free From Allergy and Free From 117k welcome and alongside Lifestylers Show South Show North Income: 981K (fee) 23k keep in touch comms plan Reactivation Membership total (commercial) with associated campaign. 72k commercial offer. Launch new HCP Membership offer. 80k in Membership and 1.1m income Food and Drink Directory Cost: 117k Income: 63k Add 20,000 extra Agree printed products Undertake Directory approach consultation on future of printed Directory Implement new printed option Improve services 0k Cost: Increase Venue guide listings by 250. Add 25 new recipe. Increase Venue guide by 250. Add 25 new recipes Increase Venue guide by 250. Add 25 new recipes. Redesign of Crossed Grain 250 new venues added. 25 new recipes added. 25% increase in Member2Member mentors and users. Launch new design of Crossed Grain. Introduce meal planner to recipe database. Introduce sponsored social media recipes.

8 Aim Accelerated rate of diagnosis and uniformly high quality care. Diagnosis campaign Cost: 261k Income: 20k APG hosted Campaign launch cf Westminster debate. Awareness Week. Baseline poll on public Microsite created for awareness. Online online diagnosis. assessment tool Launch national developed. advertising. Develop plan for pharmacy-led diagnosis roll out. Diagnosis policy event (London) Mailshot to primary care services. Launch Come Dine with me challenge. Roll out pharmacy diagnosis parntership Awareness Week Cost: 53.9k Parliamentary and media Diagnosis campaign launch. Launch of GP practice tv and leaflets promo. Continue with the Diagnosis theme. Refresh creative for 2nd round of campaign activity. Improve HCP training Cost: 2.5k GP diagnosis checklist Launch of accredited online dietetic modules Develop HCP forum to share best practice. Communicate NICE 2015 to HCPs. Review dietitian and pharmacist course cf NICE 2015 Review support package for pharmacists in light of roll out of pharmacy-led diagnosis approach.

9 Aim Improve access to a wider range of good quality products Gluten free guarantee Secondary target list Follow up primary GFG store finder (GFG) campaign agreed. Sign up target list. launched on app. Cost: app cost in ICT target agreed. Contact secondary APPG meet on cost and development milestone Development spec for target list. 4 out 6 availability issues. GFG on App. top retailers with GFG Commitment on GFG from secondary target list Improve IP for retail Cost: 0k Investigate cost base for GF production. Improve numbers labelling with Crossed Grain symbol Cost: Staff time only Income: 304k 9 new licensees 9 new licensees Initiate planning on labelling Freed From campaign 9 new licensess 9 new licensees. Total income from 165 licenses 304K Add 36 new licensees Increase income by 15% Aim More choice on more menus. Expand accreditation and training scheme for catering sector Cost: 70k Income: 139k 5 new inidvidual accreditations, 1 new chain accreditation; 2 f2f training courses, 75 online 5 new inidvidual accreditations, 1 new chain accreditation; 3 f2f training courses, 75 online 5 new inidvidual accreditations, 1 new chain accreditation; 2 f2f training courses, 75 online 5 new inidvidual accreditations, 2 new chain accreditations; 3 f2f training courses, 75 online 22 new individual accreditations 6 new chain accreditations 12 f2f courses 360 online training courses Total income 198k Improve IP for catering Cost: 0k Review Gluten-free Caterning Standard. Review catering training content. Survey Members on GF diet and product preference ahead of GFG review

10 Aim Effective medical research and building an evidence base. Improving knowledge exchange Cost 18k Income 12k New research grants round Cost: up to 200k Coeliac UK research conferences held Joint GOSH seminar Research call issued. Award MRC Joint Fellowship Aim Resources in line with strategic direction and value for money. Develop lifestylers income Draft project plan for Finalise plan Work with finance Register with line Cost: 0k (in the lifestylers' team to establish Companies House. 2015) programme governance needs Work on brand and microsite Helpline expertise Monthly twitter chate New Helpline manual Helpline training Cost: 2.3k rolled out. launched course completed Increase occasional Celebrations New Awareness Week Engage with school Engae with donations fundraise ask In ask of community supporters for community groups eg Cost: 8k Income: mem ask fundraisers community FR RotaryLions/Social 250k Clubs Annual research conference Extension of epidemiological research Establish new Trading Company and launch offer Helpline Standard awarded Refine activity to increase income to 280k Increase major donor income Cost: 3.5k Income: 90k Approach 10 high net worth people. Identify commercial partners for charity of the year. Ongoing trust applications. Identify 5 high net worth individuals. Networking event for major donors. Mid year assessment of trust and major donor applications. Identify 10 high net worth individuals for 1 engagment in. Applications for charity of the year. Roll forward programmes for high net worth individuals, trust applications and charity of the year. Increase legacy income Cost: 8.1k Income: 100k (below the line) Market across comms channels and direct mail 5k Members Market across comms channels and direct mail 5k Members Investigate legacy promotion by video

11 Introduce new DD FREED FROM ask Cost: 2k Income: 18k Launch a 3 per month research fund ask in Crossed Grain Follow up Analyse success and plan for extension of ask in Run telemarketing upgrade campaign to those signed up. Continue recruitment via , phone and paper communications. Increase utility of ICT systems Cost: 26k FDD data upgrade. Management data upgrade for all teams. Launch Groups online forum Launch of GFG store finder, FREED FROM microsite and blog functionality App platform review Review of CRM and app providers Plan for local hardware renewal Further development of Coeliac UK volunteering Cost: 20k Income: 28.4k Open 1 Local Group Open 1 new Local Group. New Local Group constitution and finance policy agreed. Increase Campaign Network volunteers by 250. Open 2 new Local Groups. Board approval of new Local Group constitution. Achieved the Investors in Volunteers Award. Note expenditure costs exclude HR components Glossary APPG GF GFG GOSH All Party Parliamentary Group Gluten free Gluten free Guarantee Great Ormond Street Hospital