Our Three Year Strategy 2019 - 2021

Overview

During the next three years the focus needs to be on delivering what we have promised.

We need to ensure the Community Support Service is developed and managed to provide good quality support for clients, and outcomes for key funders.

This will require marketing of our services so people are aware of the support available, effective management of our staff, and the recruitment and training of volunteers.

Alongside operational delivery we need to develop new sources of funding to replace the large grant from the BIG Lottery Fund which starts to tail off in 2019/20.

Three-Year-Plan

The BIG Lottery Fund Grant

During the next three years the focus needs to be on delivering what we have promised.

We need to ensure the Community Support Service is developed and managed to provide good quality support for clients, and outcomes for key funders.

This will require marketing of our services so people are aware of the support available, effective management of our staff, and the recruitment and training of volunteers.

Alongside operational delivery we need to develop new sources of funding to replace the large grant from the BIG Lottery Fund which starts to tail off in 2019/20.

Financial YearBiz PlanBig Lottery

2016/17 £47,699
2017/18 Year 1 £118,310
2018/19 Year 2 £113,861
2019/20 Year 3 £97,214
2020/21 £42,175

 


Priority 1

We will consolidate our Community Support Service as our main frontline service.

The staff team will work together to ensure that we provide safe and effective front-line support to individuals through 1:1 casework, Community Sight Loss Hubs (Talk & Support Groups), volunteer recruitment, community engagement and ‘Your Voice for Change’ Sessions.

We need to make sure people with sight loss are aware of the support available to them (including people in hard to reach groups).

These will be supported by professional back office functions including Finance, HR, Marketing, IT, Policies and Procedures and through the monitoring and evaluation of our services.


Priority 2

Funding our existing services will remain a key priority.

Our ability to sustain our services will depend largely on being able to secure significant multi-year funding.

We will develop broad-based funding from trusts and grants, individual donations (e.g. Friends of Devon in Sight), legacies, commission, contract funding, and by developing our business and community fundraising.

Increasing our profile with the general public through traditional marketing, our website and social media will be key.

We will respond to opportunities to collaborate or merge with other organisations with a shared ethos, area of benefit and complimentary charitable objects.


Priority 3

We will develop our Information, Advice and Guidance Service.

Calls to our helpline have increased with the reduction of front line service provision from national partners.

The quality of the Information, Advice and Guidance we give to the public must be accurate, up-to-date and formatted in an accessible way. We will work towards a nationally recognised Helplines Accreditation.

Shopping habits are changing with more people purchasing Daily Living Equipment ‘on-line’ but there is still a demand for demonstrations (Try before you buy).

We will review our service offer in relation to Daily Living Equipment.


Priority 4

We will develop Volunteering within the charity to help build capacity.

Volunteers support our organisation on a number of levels; Patronage, Trustees, Head Office functions, The Community Support Service and Community Fundraising. We will review our Vision for Volunteering and update our Volunteering Strategy before embarking on a recruitment campaign.


Priority 5

We will contribute to the development of policy and best practice at a local, regional and national level through effective partnerships with other sight loss charities, healthcare providers and commissioners.

Although our priority is local service delivery, we can achieve wider impact by helping to shape policy and practice at a national, regional and local level through our links with Vision UK, Visionary, The South West Associations Network (SWAN) and the Local Eye Health Network.

Our long term future will also depend on establishing a distinctive role within the Eye Health and Sight Loss Pathways for Devon and Torbay.


Priority 6

We will explore opportunities to extend the Community Support Service if and when funding is available.

In particular we will look at extending coverage to North Devon and Torridge, Exeter and Teignbridge and South Hams with additional Community Sight Loss Hubs and Community Support Workers in those areas, and working alongside partner agencies.

We will share our new Needs Assessment Tool (The Sight Loss MOT) with partners to promote a consistent approach across Devon and beyond.