BUSINESS PLAN

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1 Registered Charity No: Company limited by guarantee No: (Registered in England and Wales) BUSINESS PLAN High Street Brighton BN2 1RP Tel:

2 Executive Summary page 3 Mission Statement page 4 Strategic Aims and Objectives page 4 Organisational Background page 4 Governance and Staffing Structure page 5 Uniqueness of Brighton Women s Centre page 8 Services Currently Offered page 8 Evidence of Need page 12 Impact of BWC Services page 13 Strategic Planning page 13 Future Direction page 14 Framework for the Business Approach page 15 Managing Risk page 16 Finance and Sustainability page 16 Classification of Income page 17 Current Situation page 18 Planned Position page 18 2

3 Executive Summary The Brighton Women s Centre (BWC) Business Plan builds on the successful achievements of the goals laid out in the previous three year Business Plan. BWC has provided holistic and integrated women centred services to vulnerable and socially excluded women and children for over 38 years. We support and empower women and children to build self-confidence and personal development leading to independence. Over the last three years BWC: raised its profile in the city and achieved recognition for leading WSSN (Women s Services Strategic Network) to build a strong cohesive partnership, securing joint funding to develop the Inspire project effectively implemented a fundraising strategy that increased its grant funding provided a responsive service that was well resourced, efficiently run and used to capacity addressed the recommendations of the Corston Report to deliver Inspire working with women offenders developed a specialist rape counselling service linked to the Sexual Assault Referral Centre (SARC) in West Sussex continued to deliver specialist domestic violence groupwork programmes delivered a short term peer led support service for young women BWC has developed and grown substantially over the last two years, increasing its income three and a half times from 08/09 to 10/11. For the period of the Business Plan , BWC aims to consolidate and sustain existing core services. Organisational sustainability in the current economic environment will depend on continuing to provide the services stakeholders need and to deliver them in a professional and cost-effective way. During 2011, BWC engaged with a broad range of stakeholders through hosting a strategic planning day for the organisation and conducting an external review of stakeholders, including funders and commissioners. BWC engaged in a process of demonstrating positive impact to service users through clarifying an outcome framework for the organisation and consulting on developing social enterprise activity. BWC is also exploring options on premises through a Community Asset Transfer to establish a women s hub in the city, allowing the organisation to implement a more cost effective and holistic service delivery model. As a result of these consultations and developments, the BWC Business Plan sets out the vision and plans for the organisation over the next three years. 3

4 Mission Statement To empower women and children to improve their life chances and lead independent lives by reducing inequalities through the provision of holistic and integrated services Strategic Aims and Objectives Brighton Women s Centre, lead for women-centred services of excellence, works in partnership with other organisations, especially but not exclusively in the women s sector. It continues to position itself to be innovative and responsive to changing financial and policy agendas, while retaining a women-centred focus to benefit women and children. Objectives To support and empower women and children by providing women-centred services to enable them to live safe and positive lives To promote and set examples of excellence in women-centred services by demonstrating positive outcomes To champion awareness about the multiple and complex needs faced by women and their children as a way to seek workable solutions and influence local and national policy To innovate and inspire new and different approaches to women-centred services to meet emerging and changing needs To work in collaboration and in partnership with other organisations and community groups for the benefit of women and children Organisational Background Brighton Women s Centre (BWC) was formed in November It is currently located in the High Street in the Kemptown area of the city and offers diverse, affordable and holistic women-centred services and Ofsted Registered Pre-school. BWC has a track record of developing and delivering innovative and effective front line services in a safe women-only environment and continues to evolve as an organisation. In the past, the organisation relied on a combination of small grants from charitable trust funds, donations and earned income from charging low cost fees for services. In recent years, however, it has taken a more focused and strategic approach to income generation and a key element of this is the partnership of the city s women s organisations (of which BWC is the lead body) that comes together to secure resources for the delivery of services for women and children and a synergy in the deployment of these. Through this partnership 4

5 BWC has developed a community based service, Inspire, that has attracted target and outcome driven central Government funding to deliver services to women offenders and those at risk of offending. Governance and Staffing Structure The responsibility for BWC s overall management and strategic direction is the Management Committee which is made up of 7 Trustees and the Director. The Director leads the organisation strategically and operationally. BWC employs 11 staff and is supported on average by approximately 40 volunteers. Each of its 4 individual services is led by a Manager. The aim is to recruit an Operational Manager to ensure BWC continues to meet all its organisational targets and outcomes and allow the Director dedicated time to pursue new strategic developments. Management and staff targets are set to ensure the timely delivery of service outcomes against objectives. Please refer to Page 6 for the BWC Staff Organogram and Page 7 for the Inspire Organogram. 5

6 DIRECTOR BWC BWC TRUSTEES ORGANOGRAM OPERATIONAL MANAGER SUB- COMMITTEES EVENTS VOLUNTEERS COUNSELLING MANAGER TOYBOX MANAGER FINANCE & ADMIN OFFICER DROP-IN SERVICES MANAGER INSPIRE SENIOR PRACTITIONER GROUP FACILITATOR SUPERVISORS TOYBOX DEPUTY MANAGER DROP-IN SUPPORT WORKER SERVICE USER INVOLVEMENT WORKER INSPIRE CASEWORKER HONORARY COUNSELLORS TOYBOX VOLUNTEERS & BANK STAFF DROP-IN VOLUNTEERS HOLISTIC THERAPISTS MENTORING CO- ORDINATOR INSPIRE CASEWORKER FREELANCE TRAINERS MENTORS 6

7 BRIGHTON WOMEN S CENTRE SURVIVOR S NETWORK BRIGHTON OASIS PROJECT RISE THRESHOLD (BHT) OPERATIONAL MANAGER DROP-IN / COURSE MANAGER SENIOR PRACTITIONER COUNSELLING MANAGER DROP-IN SUPPORT WORKER SEX WORK OUTREACH WORKER (Oasis) CASEWORKER (BWC) CASEWORKER (BWC) FAMILY SUPPORT WORKER (Rise) MENTAL HEALTH INCLUSION WORKER (BHT) COUNSELLING VOLUNTEERS PEER MENTORS / VOLUNTEERS FINANCE / BENEFIT & DEBT ADVICE INSPIRE ORGANOGRAM 7

8 Uniqueness of Brighton Women s Centre BWC is the only holistic women-centred organisation in Brighton and Hove and has a culturally diverse service user base. Through the provision of a range of integrated services that address the multiple and complex needs of women and children, BWC offers tailored and timely interventions that achieve positive outcomes for women and children. BWC is often the first port of call for women who are not able to self refer to statutory or issue-specific services or have been engaged with a plethora of agencies so that their needs have not been supported and addressed in a sequenced and managed way. BWC offers choice, anonymity and confidentiality, allowing a woman to develop safe and trusting relationships building selfconfidence, self-development and independence. As the infrastructure organisation for WSSN (Women s Services Strategic Network), BWC is committed to the development of partnership working across a range of sectors to ensure there is improved service delivery, cost-effectiveness and value for money. Services Currently Offered BWC currently offers a Drop-In (including a Welfare Benefits Surgery, Information, Advice and Guidance) Holistic Therapy Service, Personal Development Courses, Volunteer Training, Counselling Service and a Pre-school as well as a range of services to women through the Inspire project. Service Features Benefits Drop-In Open Access Improved: Free Peer support Diverse open hours ICT Resources Signposting Welfare Benefits Service IAG Service Self confidence Social well being Emotional health Independence Reduced: Isolation Poverty Fareshare 8

9 Holistic therapy Volunteer led Low cost Diversity of appointments Diversity of therapies e.g. Indian head massage, reflexology Improved: Self confidence Physical and emotional health Social well being Independence Personal development Determined by need Flexible and annual programme, e.g. anger management, mindfulness, boosting self esteem Improved: Self confidence Skills Counselling Low cost Long term Diversity of modalities Need based referrals Honorary Counsellors Diversity of availability Improved: Mental health Social functioning Reduced Risk factors Problems Inspire partnership project working with women offenders Caseworker model Range of interventions Access to partnership services Reduced reoffending Improvements across the nine offending pathways Volunteer training Dedicated training to enable front line support to service users Improved: Skills Readiness for work 9

10 Toy Box Ofsted Registered Low cost Flexible Improved: Self confidence Independence Social skills Literacy and Numeracy 10

11 Overview of a BWC Client Story (taken from the BWC Theory of Change Map) Issues faced before using Brighton Women s Centre services Experiencing the adverse effects of social and economic inequality Needs have been assessed Improved access to services Intermediate outcomes Basic needs and immediate risks have been addressed Improved emotional issues and life skills developed Improved education and employment related skills End outcomes achieved after using Brighton Women s Centre s services Better equipped to maintain independence sustainably and to deal with the effects of social and economic inequality 11

12 Evidence of Need BWC is located on the edge of East Brighton; one of the 15% most deprived neighbourhoods in England (IMD 2010) and ranked red for the health component of the NHS Brighton and Hove Public Health Directorate, based upon the Resilience and Wellbeing tool (Director of Public Health Report 2011). Women are more likely to report and be diagnosed with depression and anxiety than men (JSNA Brighton and Hove, 2011). Children with a parent who has a mental health issue are twice as likely to go on to develop psychiatric problems (Guardian April 2011). Lone parent households account for 70% of all out of work households, with East Brighton having red ratings for vulnerabilities for lone parents, divorced residents and households with dependent children with no adults in employment (Director of Public Health Report 2011). Moreover, 90% of lone parent families are headed by women; women are less likely to be economically active, 61% compared to men and earn 34 per week less than men (Reducing Inequalities Review, Brighton, 2007). Brighton and Hove has significantly higher numbers of children living in poverty (Child Poverty Needs Assessment, Brighton and Hove ) than other areas of the UK. The demand for BWC services continues to rise (and outstrips the current potential of supply) and brought some notable achievements in the impact of services: 200 applicants applied for personal development courses and BWC was able to offer 121 places; 38% of the attendees were from the Inspire project i.e. women offenders or at risk of offending The counselling service received 250 applications/referrals representing a 40% increase from the previous year; it delivered 900 sessions of interventions, an increase of 15% Toybox Pre-School increased the number of sessions it provides from seven to nine and, thereby, the number of places it offers from 56 to children attending the Pre-school were from disadvantaged families including parents experiencing domestic violence, mental health issues and, highest of all, living in poverty (22) Over 500 Inspire women have been assisted with accommodation, finance, benefit and debt advice, access to education and employment, specialist domestic and sexual violence support, access to health and mental health provision, family and parenting support, support around alcohol and substance misuse and sex working Drop-In sessions were increased from three to four per week, with the introduction of the Welfare Benefits Service 12

13 Impact of BWC Services The Drop-In Welfare Benefits surgery achieved c 65K of additional income for clients New Economics Foundation research found that for every pound invested in supportfocused alternatives to prison, 14 worth of social value is generated to women and their children, victims and society generally over ten years Using the NHS recognised CORE Evaluation system of measuring distance travelled, the majority of counselling service users dropped below the advised level of clinical intervention of 1.29 (the high range on referral was 1.78 and the low range on termination was 0.76) Children attending Toybox Pre-school show improvements in independence, self confidence, social skills and literacy and numeracy Strategic Planning The City s Corporate Plan sets out Brighton & Hove City Council s strategic direction and priorities for the next four years. BWC addresses two priorities in the following ways: Tackling inequality Through the diversity of services, BWC tackles inequality o by providing a quality advice and information service and promoting financial inclusion o by improving safety for women through specialist sexual violence counselling, domestic violence support and reducing crime through Inspire o by working with families living in poverty to ensure the children have the best possible start in life, so that they have improved life chances and are happy, healthy and safe o by diverting women from custody through the Inspire project to reduce the number of children entering the social care system, and the incidence of children being separated from their mothers o by providing volunteering, training and work opportunities to promote employment and education for women o by supporting learning for adults through the provision of affordable childcare to provide access to employment o by providing a programme of self-development courses to promote a healthier lifestyle. Engaging people who live and work in the city as part of a resilient and vibrant community and voluntary sector o by offering over 2,000 volunteer hours per year o by advocating for some of the most vulnerable citizens and communities o by improving collaboration between communities and statutory sector partners. 13

14 Future Direction BWC is aware of the need to re-focus its future direction to achieve its objectives within the continually changing financial and policy environment. It recognises that it needs to maintain its core values yet be smart and responsive, availing itself of opportunities and meeting challenges. As a long established organisation, with a wealth of knowledge and expertise on women-centred service provision, its high quality of service delivery evidenced by demand outstripping supply and with the trust it holds among its service users, it is in a good position strategically to continue to be a reputable fit for purpose organisation. BWC is acutely aware of the challenges faced by the voluntary and community sector in a climate of reductions in public expenditure and a greater emphasis on demonstrating the impact on service users of the services they deliver. To this end, it has developed a detailed action plan that includes measurable outcomes and targets for 2013/14 to 2015/16. BWC has identified key drivers and initiatives that they believe provide it with challenges for organisational change management and, at the same time, offer opportunities for development Payment by Results (PbR): PbR sets a challenge to all public and publicly funded sector since funding is driven by demonstration of concrete returns for public investment; BWC will learn from the results of the first wave of PbR applications in the health and children s sectors to inform its future direction of travel Social Return on Investment (SROI): SROI offers the opportunity for BWC to demonstrate a return on investment in its services; the SROI undertaken with Inspire will inform similar work across the organisation Social Enterprise Opportunities: BWC considers the creation of a social enterprise a positive future option for the organisation and intends to apply the learning from a consultancy project conducted in late 2011 to the development of a new entrepreneurial arm of the organisation Delivering services on behalf of statutory bodies to meet their targets: BWC is committed to ensuring that it continues to be fit for the purpose for delivering target driven services on behalf of statutory bodies and is open to such delivery through contractual options from health, children and family services, as well as other local, regional and national opportunities BWC is committed to improving the cost effectiveness of service delivery by investigating the potential for Community Asset Transfer to secure new premises to provide a women s hub for the city and thereby progress the effective delivery of holistic and integrative services. By co-locating services and increasing the possibilities for working in 14

15 partnership, the women s hub will provide a cohesive service delivery model, removing the need for multiple assessments and maximising capacity The Big Society and volunteering: BWC is already committed to encouraging volunteering in the organisation, not solely as an end in itself, but also to offer training for work, work experience and placements. BWC will continue to seek opportunities to expand volunteering and peer mentoring and to explore opportunities for partnerships with business in the local area to add skills to the organisation BWC continues to consult with our service users in the development of service provision and to this end we are supporting further service user engagement through the promotion of a service user forum Framework for the Business Approach Central to BWC s strategy for achieving its aspired position must be its potential to diversify income generation through commissioning, grants and social enterprise - including sales of services - and ensuring it has a business model that is fit for purpose. The organisation has identified a number of strategies that it needs to have in place in order to sustain this growth and thrive in to the future. These strategies include the following, many of which are already in development or firmly in place: The diversification of funding sources, including through competing in the market for commissioned and procured contracts A strong performance management framework built on clearly measurable impact and outcome indicators and Social Return on Investment Building a strong governance structure based on the skills and expertise that enable BWC to meet the challenges of the current financial climate and policy agendas Skilled and motivated staff and volunteers who are supported by effective organisational management and development structures of a learning organisation Delivery of high quality, service user focused and outcome driven services with the flexibility to be innovative and responsive to new and changing need Marketing BWC effectively both externally and internally, to current and future users, commissioners, funders and policy makers. 15

16 Managing Risk Risks to organisational and individual elements of the service are mitigated through the Strategic Risk Action Plan, robust governance and staff management arrangements. The management committee s Strategic Risk Assessment exercise conducted in October 2011 identified all key risks to the organisation and the highest of these are under the following headings: Capacity and use of resources Government policy Competition Fundraising Volunteers Information Technology The lowest risks to the organisation include: Reporting to trustees Procedural and systems documentation Cash flows sensitivity Taxation Professional Advice Reporting Requirements. The detailed Strategic Risk Assessment accounts for the impact of each risk, contains very clear mitigating actions and is reviewed by the management committee at regular intervals. Finances and Sustainability BWC has developed and grown substantially over the last two financial years, increasing its income three and a half times from to The Director and Trustees are aware that it must now consolidate its rapid expansion and put the appropriate measures in place to ensure sustainability. BWC s philosophy is to deliver affordable services to women with vulnerabilities and this has implied a cross subsidy of some elements of services, in particular, Drop- In/Holistic Therapy/Personal Development and Counselling. The organisation is aware that individual services need to become self-sustaining in the future and will seek ways to achieve this through commissioning and procurement opportunities. 16

17 Classification of Income Income can be classified as different types according to levels of restriction and the continuity and security of funds. This produces four distinct categories of income (illustrated in the funding mix matrix in Table 1 below): General fundraising and project funding (restricted, shorter term) Sustainable services and projects funding (restricted, longer term) Income generation (unrestricted, shorter term) Sustainable income generation (unrestricted, longer term) The most valuable type of income is unrestricted and with fewer restrictions on its use. However project and programme funding is also valuable as it contributes to overhead costs. Restricted General fundraising and projects funding Sustainable services and projects funding Short- to medium-term (1 to 3 years) Relatively restricted Medium- to long-term (3 to 5+ years) Relatively restricted eg One-off grants, projects funds, public sector SLAs eg Public sector SLAs, full-cost recovery projects and programmes funds Short - term Income generation Short to medium term (1 to 3 years) Relatively unrestricted Sustainable income generation Medium- to long-term (3 to 5 years) Relatively unrestricted Long -term eg donations, fundraising activities, social enterprise, trading eg Social enterprise, trading, rental, donations, investment funds Unrestricted BWC seeks to achieve financial sustainability by: aiming for a more diversified funding mix, generating income through selling skills and services. 17

18 Current Situation In 2011/12, the bulk of income (83%) was received from project funding which was a combination of restricted and unrestricted funds, including Toybox fees and income from the Drop-In The remaining 17% comes from core funding (restricted) and donations in respect of counselling services (restricted) and donations, Gift Aid and room hire (unrestricted); it should be noted, however, that donations, Gift Aid and room hire income shown for the period has been carried over from Around 82.6% of overall funding is for restricted purposes BWC consider that they have a reasonable level of unrestricted income but it is an area for development given the uncertainty of income from project funding and restricted donations. For example, unless the organisation is able to expand its space, Toybox can only increase its income through an increase in fees and this step has been taken in the current financial year. Planned Position BWC s optimum future position is to achieve a mixture of funding that brings greater balance between short-term restricted project funding and unrestricted funding from a variety of resources, including business generated income. A concomitant of that balance between restricted and unrestricted funding would be that the funding for services is longer term rather than the current short term input. Some services (Drop-In and Counselling in particular) do not currently sustain themselves as individual entities. They are, however, core services that achieve significant outcomes for women that access them and will continue to be subsidised up to 77% for counselling and 33% for Drop-In (projections , Table 2). BWC is committed to ensuring that each element of its organisation is sustained and continues to work with commissioners and funders to demonstrate the impact and cost effectiveness of the services. 18

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