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Revised Corporate Strategy – Towards Resurgence 2020-23Revised Corporate Strategy –Towards Resurgence2020-23
Revised Corporate Strategy – Towards Resurgence 2020-23Achieving better outcomesfor more children in the Post-Covid-19 eraBarnardo’s remains fully committed to the core aim of our10 Year Corporate Strategy – achieving better outcomes formore children.However, in recent months the world haschanged beyond recognition as a resultof Covid-19, and to continue achievingour aim we will need to change how weoperate. The pandemic is one of the mostprofound events in Barnardo’s 154 yearhistory and has been deeply traumaticfor today’s young people.During the economic downturn, it isinevitably the most vulnerable who willsuffer most, and sadly we are preparingfor a period in which mental healthneeds are skyrocketing, many morechildren are expected to come into thecare system, and a growing number offamilies are set to fall into poverty.However, at the same time, Barnardo’s,like many charities, is facing seriousfinancial challenges. Continuing tooperate as we are is no longer an option.We are therefore in a ‘perfect storm’: ourservices have never been more crucial,but we have already taken a significanteconomic hit, and unfortunately ourincome will continue to suffer in themonths and years to come, putting atrisk our ability to continue providing avital lifeline to those who need us most.As a ‘learning organisation’ we knowwe have to adapt and change to meetthese challenges. But our ambition goesfurther. We don’t just want to ‘recover’,but to ‘resurge’, addressing the financialpressures head on so that we emergein the strongest possible position tocontinue supporting the vulnerablechildren, young people and familieswho rely on us in the years and decadesto come.To achieve this, between now and theend of 2023, we will narrow our focus,directing our efforts towards our corepurpose: supporting vulnerable childrenand young people. This will entail aperiod of consolidation, and possiblecontraction, where we reduce operatingcosts, before we grow again. We will needto change how we operate; to stop doingsome of the work we do now; to embracedigital-first solutions; and to movetowards being a charity without walls(not based in offices).2
Revised Corporate Strategy – Towards Resurgence 2020-23During this period, we will focus on three objectives:1 2 3 Focus our resources on our core mission – supporting vulnerablechildren and young people through our front line services.Generate as much net income as we can, to invest in our vital services.Work with partners to improve the system surrounding vulnerablechildren and young people.To meet these objectives wemust remain committed to thethree ‘enablers’ in our CorporateStrategy, which are as crucialtoday as ever before: Digital: We will rapidly embracetechnology, taking a ‘digital first’approach. This is essential to oureffectiveness and efficiency, andto delivering services that meetthe changing needs of childrenand young people. Diverse: We will honour ourdeep commitment to equality,diversity and inclusion,including by playing an activerole in tackling racism. This iscritical to improving outcomes toour increasingly diverse serviceusers and to respecting andsupporting our colleagues. Learning: We will equip andempower our workforce throughThe BU, Barnardo’s corporateuniversity. With the worldchanging faster than ever before,learning and innovation havenever been more important toachieving our goals.3
Revised Corporate Strategy – Towards Resurgence 2020-23Our three objectivesin practice:No. 1 Focus our resources on our coremission – supporting vulnerablechildren and young people through ourfrontline services. Continue to deliver services thatachieve Stronger Families, SaferChildhoods and Positive Futures,focusing on:- Early years and early interventionfor families- Mental health and wellbeing- Child sexual abuse and exploitation- Children in and leaving care- With a cross-cutting focus onchildren and young people fromBlack, Asian and Minority Ethnic(BAME) communities. Evolve our approach to deliveringcommissioned work:- Moving away from small contractsand towards larger, multi-year,strategic partnerships, where weplay a key role in co-designingthe delivery model, alongside thecommissioner.- Enter into contracts only wherethey are fully funded (as the norm).No. 2 Generate as much net income aswe can, to invest in ourvital services. Actively pursue new ‘for profit’ tradingand commercial opportunities withinour areas of expertise Maximise the net income from ourRetail stores; with a sustained focuson reducing costs and improving ourmargin Review Business Developmentfunctions to ensure maximumefficiency and effectiveness Streamline our fundraising – focusingonly on what delivers significant andmeasurable return on investment Run efficient support systems andprocesses, that help to maximisethe charity’s effectiveness whilstminimising operating costsNo. 3 Work with partners to improve thesystem surrounding vulnerable childrenand young people. Form strategic partnerships, includingin the health sector, to achieve longterm sustainable change for vulnerablechildren Continuously innovate to develop newapproaches to delivery - meeting thechanging needs of our service users. Embrace new ways of working, Invest our funds strategicallythrough The Barnardo’s Foundation,in services, programmes andpartnerships that deliver measurableresultsincluding digital tools to minimise theadministrative burden on the frontline Design our corporate structurearound our core purpose of deliveringexcellent services, whilst reducing ouroverheads and running costs Stop or pause activities outside our Create an expectation of externalmatch funding from partners Inform and influence national andlocal decision-making, based onevidence from our services, andamplify the voice of vulnerable childrenand young people.core mission or areas of expertise4
Barnardo House, Tanners Lane, Barkingside,Ilford, Essex IG6 1QG Tel: 0208 550 8822Barnardo’s Registered Charity Nos.216250 and SC037605
10 Year Corporate Strategy – achieving better outcomes for more children. Towarods ReuRegnoscnegno2AshsRevisd Cor psartSr ivivbit 3 During this period, we will focus on three objectives: Focus
