FRSE & BRC Strategies Flashcards
What is the FRSE mission?
What
To raise more sustainable income
How
by putting our people and our cause at the heart of our fundraising
Why
To have a greater impact on people in crisis
‘People’ in the FRSE strategy refers to? (4)
People in crisis + staff + supporters + volunteers
What are FRSE’s 5 strategy pillars?
- Demonstrate impact and connect to our cause
- Deliver diverse, supporter-focused ways to engage
- Build relationships that have the greatest impact for us and our supporters
- Work as one team
- Be the gold standard place to work and volunteer for fundraisers
How will we demonstrate impact and connect to our cause? (5)
1) Align our funding with the Strategy 2030 goals (so we’re raising money for our humanitarian cause & can show impact we’re having)
2) Develop a new case for support (a clear rationale that demonstrates impact & compels support)
3) Demonstrate the impact of every supporter’s contribution
4) Maximise our emergency fundraising
5) Connect our people to our cause (so fundraisers feel confident & proud of their impact)
How will we deliver diverse, supporter-focused ways to engage? (4)
1) Develop our use of insight to drive the right decisions
2) Have a shared understanding of our most valuable audiences
3) Take a digital-first approach
4) Create new products and offerings based on insight and supporter need
How will we build relationships that have the greatest impact for us and our supporters? (4)
1) Make supporter experience central to what we do
2) We’ll see every contact point as an opportunity to build engagement
3) Build transformational, strategic partnerships
4) Invest in our legacy programme
How will we work as one team? (5)
1) Develop our approach to integrated campaigns (i.e. cross channel)
2) Make it easy for supporters to have an impact (offering journeys that work for them rather than our specific silo)
3) Position our brand in a way that supports our fundraising (so we communicate why our work is so crucial)
4) Integrate our data for a single supporter view (so we can understand & improve their experience)
5) Plan and work together across functions to deliver our activity
How will we be the gold standard place to work and volunteer? (5)
1) Make the wellbeing of our people our priority
2) Inclusion and diversity becomes central to how we operate
3) Build a culture of growth (ambitious targets, knowing where to focus)
4) Empower our people (e.g. ensure processes don’t hold people back)
5) Develop the right skills and capabilities
What is sustainable income? (3)
Income which is:
1) Achieved via a holistic approach that makes sure we aren’t over-reliant on a few sources of funding
2) Is based in a good supporter experience
3) Focuses on long-term as well as short-term gains.
What is a Transformational strategic partnership? (2)
1) A partnership which is often long-term
2) genuinely draws on the capabilities, skills and resources of the two partners.
What is the BRC vision?
A world where everyone gets the help they need in crisis.
What is the BRC mission?
To mobilise the power of humanity so that individuals have the capacity to prepare for, deal with and recover from crisis.
What are our 3 big goals for 2030?
Disasters & Emergencies
People are safe and able to survive and recover whenever disaster strikes
Health inequalities
People in the UK receive the care and support they need without falling through the gaps in the health system
Displacement and migration
People experiencing displacement feel safe, live with dignity and have choice and opportunity on their journey
How will we deliver each goal of our strategy? (3)
1) Deliver services and programmes
2) Partner and convene (coming together)
3) Advocate for change
What are BRC’s 4 values?
- Dynamic
- Courageous
- Compassionate
- Inclusive
What does Compassionate mean? (4)
- standing for kindness
- ensuring people come first, no matter who or where they are
- Having genuine open-minded conversations
- being a united force for good.
What does Courageous mean? (3)
- being bold and not being scared to test creative ideas
- Showing our strength by doing the right thing
- going the extra mile to help people in crisis.
What does Dynamic mean? (4)
- moving forward as one team
- adapting, innovating and learning
- Being calm, quick and efficient when the unexpected happens
- responding smartly using clear processes and systems.
What does Inclusive mean? (3)
- being open to all
- treating each other with dignity and respect
- Celebrating, valuing and supporting every person’s uniqueness.
What are the FRSE 2024 objectives (5)
- Raise £87.8m in-year net income
- Invest in the right things and divest from the least impactful
- Embed emergencies as BAU
- Embed the new structures and ways of working
- Improve our ways of collaborating across Operations and BRC
FRSE Objectives
Why should we invest in the right things & divest from the least impactful? (2)
- To ensure long term growth
- delivering an extra £30m net p.a. by 2030.
FRSE Objectives
Why should we embed emergencies as BAU?
To deliver maximum value & impact for
a) people affected by emergencies
b) the organisation as a whole
FRSE Objectives
Why do we need to embed the new structures and ways of working? (2, 1)
To
a) collaborate effectively across our new directorate
b) improve capability and capacity
Which will enable us to deliver ambitious income growth
FRSE Objectives
why should we improve our ways of collaborating across Ops and BRC? (2)
- To grow a culture of Fundraising across BRC
- To have an organizational funding model which ensures meaningful work is funded sustainably
What are the key income targets per department? (5)
£36.1m Legacies
£31.5m SM&E
£10.7m Partnerships
£8.4m Philanthropy
£3.9m RF&E
What are the key results of investing & divesting? (5)
Invest in best bets and innovation, by generating at least one new high net mass product and having 7 to 10 new products in the pipeline
Invest in our digital infrastructure, digital capability and digital products
Divest from at least half of the Mass Fundraising products raising less than £50k p.a.
Focus on the partnerships of highest impact and build “more than money” partnerships
Develop our high value pipeline, launching new audience projects in Major giving and Transformational giving
What are key results for embedding emergencies? (4)
Deliver ambitious, effective and integrated emergency appeals to grow emergency income
Grow flexible emergency income
Increase unrestricted contribution
To increase consideration and conversion to long term support, ultimately increasing income
What are the key results for embedding the new structures & WoW? (4)
New directorate and ways of working across marketing embedded
Restructure of P&P embedded to improve capability and capacity
Move to a data, insight and performance culture
Progress work in EDI by development of team plans, commitment to training, and embedding cultural changes
What are the key results of improving collaborations across Ops & BRC? (5)
Culture of Philanthropy across organization to enable Transformational partnerships
Implement new funding model across the organisation
Compelling propositions for G and R funds developed
Funding strategies / targets for priority areas
Collaborating for Impact
What is the key planning criteria? (5)
Every objective should have resources dedicated to it
Targets are realistic, when considering the internal context (the changes we’re making in FRSE, and progress across the rest of BRC)
Targets are realistic, when considering the external (market and audience trends) opportunities and risks
We are focussing on the most impactful things
Dependencies have been identified and explored - so we know how much we are asking of other teams
