Operational Plan To be read in conjunction with the Strategic Plan

Transcription

1 Operational Plan To be read in conjunction with the Strategic Plan Approved by the Board of Trustees April 2012

2 Objective 1: Criminal Justice Approach Planned activities and/or initiatives Approach: Plan and coordinate the T2A Alliance members' meetings and campaign management group. Approach: Work with key Alliance partners to pursue the T2A campaign and strategy. Approach: Monitor and oversee the BCT funded work of Alliance members to achieve maximum T2A campaign impact. Approach: Identify opportunities to commission new pieces of work that further the campaign objectives and fill key knowledge gaps. T2A Alliance member meetings will be held four times per year and will agree the T2A campaign strategy. T2A Campaign Management Group (CMG) will meet monthly and will be tasked with developing and pursuing the T2A campaign strategy. T2A Alliance will input into the T2A campaign strategy, and may be commissioned to undertake specific activities to support it. Lobbying activities will be focused on parliamentary and government policy-makers, as well as practitioner bodies and key local decision-makers. Oversee current research and policy projects, and ensure that their impact is maximised to influence policy and practice Continue to build the evidence base for the T2A approach, particularly developing and articulating the 'maturity' dimension of the T2A campaign and its implementation in practice. 1.2 Contribute, from the perspective of criminal justice, to the Trust s four cross-cutting themes of racial justice; gender justice; contributing to the independence and diversity of the voluntary sector; and supporting work in the West Midlands. Approach: Review portfolio of work, identify any gaps and take remedial action. Award grants and commission specific projects, in particular those that support the Corston agenda and racial justice. 1.3 Develop further on the priority areas for T2A campaign and work. Approach: Pursue the strategic plan for the maturity and localism work streams. Maintain a focus on maturity and localism as two priority areas for the T2A campaign. Specific projects will be commissioned and undertaken to build the evidence base that supports these work streams, intended to shape policy developments at national and local levels. 1.4 Support the three T2A pilots to develop into a new phase, with a focus on sustainability, ensuring that they are operating effectively in terms of governance, leadership and delivery and that they support the work of the T2A Alliance.

3 Objective 1: Criminal Justice Approach Planned activities and/or initiatives Approach: Support the ongoing work of the T2A pilots, with emphasis on their development as sustainably projects beyond BCT funding. Approach: Link the work of the pilots more closely into the work of the T2A campaign work. Assist the projects to develop sustainability strategies, and development of local interest and partnerships among key statutory agencies. The pilots will attend T2A Alliance members' meetings and be sources of data and evidence for T2A research projects. The projects will also host site visits for parliamentarians, policy-makers, press and hold local events. 1.5 Ensure the evidence base for the T2A approach is developed, with a particular emphasis on implementation in practice. Approach: Articulate how the maturity dimension of the T2A approach can be implemented. Approach: Promote the T2A evidence base to practitioners and policy-makers. Develop practical approaches for criminal justice professionals for implementing the maturity dimension of the T2A approach. Promote the 'T2A pathway' model through a variety of publications and external activities, articulating the stages in the criminal justice process at which a T2A intervention can be made. 1.6 Support research that explores and raises awareness of gender specific issues and work with other grant making trusts and penal reform organisations to take forward the recommendations of the Corston Report on women offenders. Approach: Support the work of the Corston Independent Funders Coalition and develop work that is specific to supporting the Corston agenda. Continue to be a member of the CIFC, as well as considering support of specific projects that support the Corston agenda. 1.7 To support and work in partnership with other organizations that share the Trust's penal reform agenda. Approach: Support the APPG on Penal Affairs, ACF and others. Support the secretariat of the APPG on penal affairs, and attend APPG meetings. Actively participate in the ACF's Penal Affairs Issue Based Network. 1.8 Support grassroots groups working with young people involved in, or at risk of, involvement in the

4 Objective 1: Criminal Justice Approach Planned activities and/or initiatives criminal justice process. Approach: Grant funding and funder plus activities. Approach: Link grassroots work to T2A. Financial support for organisations working with young people involved in the criminal justice system, with a focus on the West Midlands. Provide funder plus support, such as contribution at events or facilitating the development of networks. Link the grassroots funded projects more closely to the T2A campaign and policy work, particularly under the localism work stream, through the development of a 'T2A pathway' model for Birmingham and the Black Country.

5 Objective 2: Migration Approach Planned activities and/or initiatives 2.1 To support local groups working with refugees, asylum seekers, undocumented migrants and other disadvantaged migrants to address unmet needs. Approach: Support to grassroots groups; particularly those campaigning for policy change. Approach: Training, network and capacity building. Grassroots funding primarily in the West Midlands. Support for campaigners for lobbying for fairer asylum, immigration policies and for a fair and inclusive approach to integration. 2.2 Contribute, from the perspective of migration and Europe, to the Trust's four cross-cutting themes of racial justice; gender justice; contributing to the independence and diversity of the voluntary sector; and supporting work in the West Midlands. Approach: Review Review and subsequent action. portfolio of work, identify any gaps and take remedial action. 2.3 To support regional, national, European and international groups and networks to lobby for long term policy change that ensures migration policy is socially just and equitable. Approach: The Trust will identify groups that promote migrant voice and/or represent innovative approaches to migration and integration issues. Approach: Convening work to ensure groups can access policy, research and the media and to promote relationships between funded groups. Approach: Consider funding issues other funders are unwilling or unable to support. Ongoing engagement with the Diversity Migration and Integration Interest Group (DMIIG) at the European Foundation Centre (EFC). DMIIG meeting planned for May 2012 in London xenophobia and populism in Europe and a session on a similar theme is planned for th EFC Annual General Assembly in June 2012 in Belfast. The Trust is also contributing to the third phase of the European Programme for Integration and Migration (EPIM), a network that supports organisations working on migration and integration issues across Europe. The Trust will participate in the grants selection panel at a series of meetings to be held between March-June The Trust to consider whether it is appropriate to follow-up the scoping work it commissioned jointly with other funders on women with insecure immigration status. It will also continue to consider the political landscape and more general external context to assess where the Trust's resources can be best used.

6 Objective 3: Poverty and Inclusion Approach Planned activities and/or initiatives Approach: Continue to support research that will lead to new thinking Continue to fund selected projects with lead organisations working at national level to change policy, practice or public awareness of new economic thinking. Approach: Work at systems level to increase financial inclusion in Birmingham Support capacity development of Credit Unions in Birmingham. Remain alert to potential for supporting other financial inclusion work at scale. 3.2 Develop and promote better understanding of factors that increase community resilience Approach: Fund and support research projects that explore the issue of resilience, with a focus on Birmingham and the Black Country. Approach: Ensure the findings from the "resilience" cluster are widely disseminated, particularly in Birmingham and the surrounding areas Approach: Continue to support and learn from the Habits of Solidarity group Approach: Maintain an awareness of projects that could move the work from action research to implementing findings Continue to work with the "resilience" cluster of research projects, fostering links and learning between projects. Hold a conference in Q3 to share the findings of the research cluster with a wide range of stakeholders. Feed the findings into the "Social Inclusion Process" being convened by the Bishop of Birmingham. Convene regular meetings of the group, identifying speakers and promoting learning within the group. Manage the end of this phase of the network, identifying continuation plan or withdrawal of direct support for the network. Disseminate learning beyond the group and feed into development of next strategic plan. Scan applications for suitable projects. Use Birmingham contacts to identify potential organisations that could move work forward. 3.3 Build social and political capital to enable those living in disadvantaged communities in Birmingham and the Black Country to influence decision-making and to create opportunities for community self-help

7 Objective 3: Poverty and Inclusion Approach Planned activities and/or initiatives Approach: Continue to contribute to strengthening of "hub" organisations in Birmingham Approach: Fund "voice" and social capital projects in Birmingham and the Black Country Identify potential projects that will build local capacity, particularly in more isolated areas of Birmingham. Link "hubs" where appropriate and promote links to Small Change. Ensure that the Poverty and Inclusion programme includes projects that build empowerment for disadvantaged communities, particularly those that are disadvantaged by reason of gender, ethnicity, sexuality or geography (for example more isolated communities in outer Birmingham). Approach: Continue with the Small Change initiative to create sustainable community activities Identify and fund new projects. Carry out cross-programme evaluation of sustainability and impact of the initiative. 3.4 Continue to develop relationships in Birmingham to increase awareness of local context to improve impact of the Trust's grantmaking Approach: Develop and build on growing network of local links Maintain regular contact with intermediary bodies, key VCS bodies, local authority and other stakeholders. Contribute to networks or initiatives as appropriate opportunities arise. Approach: Develop relationships between grassroots activity in Birmingham and national/local policy work Identify links and broker relationships between grass-roots and policy work throughout the programme.

8 Objective To ensure that the Board is appropriately resourced to effectively govern the Trust and deliver the organisation's objectives. Approach: To provide Trustees with appropriate learning opportunities to carry out their roles effectively by implementing Learning and Development. Approach: To ensure Trustees are supported to comply with their legal duties. Provide opportunities for Trustees to meet with funded partner organisations and see their work first hand. Provide learning opportunities at Trustee meetings, including expert outside speakers. Revise Trustee appraisal system. Maintain and update the Trustee Governance Pack and website. Overhaul communications for Trustees. Ensure strategic and operational risk registers are kept up to date and risks are regularly monitored. Review annually. Annual legal compliance healthchecks, both general and HR related reported to Board and F&GPC respectively. Approach: To support the Chair and committee Chairs to be well informed and effective and ensure they have opportunities to meet Trustees/ personnel of other Trusts. Enable an informed debate over medium term spending plan (i.e. the strategic plan). Review 2011 governance changes by reconvening Task and Finish Group (TAFG) Autumn Thereafter, remit additional Trustees to meet skills gaps. Cyclical briefing meetings with Executive team and with Trust's professional advisors as appropriate. 4.2 To support and develop staff to ensure they are equipped and motivated to deliver the strategy and fulfil their potential. Approach: To use the HR and performance management frameworks to structure, support and account for staff workloads and Ensure all staff have individual work plans, regular supervision and appraisals. Ensure a balance between a full workload and 'burn out'. Complete and analyse staff survey undertaken March Implement any changes necessary.

9 Objective 4 performance. Approach: To further improve the effective administration of the Trust. To improve IT systems and use them more efficiently and effectively. Continue involvement of 'back office staff' in external peer networking. Improve the value for money on office accommodation. Introduce process for mangement and administration of social investments. Approach: To embed a learning and development culture in the organisation. Approach: To build a strong team and sense of group identity. Approach: To encourage staff collaboration with funded partners and other funders. To build a learning approach into each staff member's work plan and review and evaluate L&D activity. To further develop evaluation mechanisms with all areas of the Trust's work. To ensure all staff have external learning opportunities outside of formal training (e.g. seminars, events.) 2-day off site event for review/reflection. Embed mechanisms for more regular staff/trustee contact and joint learning/exchange. To encourage staff collaboration with funded partners and other funders. 4.3 To maintain appropriate financial management and investment management arrangements for appropriate and well-informed decision making. Approach: To improve understanding of the Trust's assets, finances and financial system across the Trust. Further strengthen IMC. To increase financial understanding across the staff team. Consider the appointment of an additional investment manager. To increase senior staff skill base in investment management, both traditional and social. Approach: To ensure best value obtained for Complete external contracts review.

10 Objective 4 the use of financial resources. Negotiate suitable rent reduction or move to cheaper offices, taking account of business and space needs. Monitor operation budget expenditure closely. Approach: To further build the monitoring and evaluation approach to enable effective review and management of the Trust's work. Implement evaluation framework. Work collaboratively with other funders to share our knowledge and theirs productively. Increased emphasis at PC and TBM on evaluation of work funded and its implications for strategic development. 4.5 To promote the work of the Trust and its funded partners in order to create a more socially just society. Approach: Pursue an external communications strategy to maximise the impact of our work in the public policy arena. Recruit and induct a full time Communications Manager, overhaul the Trust's Communication Strategy and renegotiate a suitable contract for senior level support from external communications consultants. Commission, produce, commission, launch and disseminate findings of reports relevant to the Trust's work. Refresh website and Trustee intranet and consider social media development. Continue to position the Trust as a social justice innovator and catalytic supporter of socially just change. Increase synergy between policy/research and grass roots work on funding programmes. Build on our relationships in Birmingham and the West Midlands. Join forces with others to have an impactful presence at party political conferences (Autumn 2012). 4.6 To apply the Trust's ethical values to everything it does in order to better achieve our mission. Approach: To consider all aspects of the Trust's activities from an ethical standpoint. Further develop the Trust's social investments through direct investment and engagement with networks and other investors. Engage more actively as a shareholder. Make better use of our office space and resources for mission pursuit (e.g.

11 Objective 4 lending meeting space, etc). Support green champion to improve awareness of environmental issues within the office and amongst grant holders and make efforts to reduce our carbon footprint. Approach: Develop understanding of Quaker ethos. Build basic guidance into staff and Trustee inductions. Publish the History of the Trust and use it as a tool to promote the Trust's values.

12 Objective 4 Barrow Cadbury Trust Kean House 6 Kean Street London EC2B 4AS T F Registered in England No Registered Charity No