improving support functions achieving your charitable impact caroline white chief executive yha n.
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Improving support functions Achieving your charitable impact Caroline White Chief Executive, YHA PowerPoint Presentation
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Improving support functions Achieving your charitable impact Caroline White Chief Executive, YHA

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Improving support functions Achieving your charitable impact Caroline White Chief Executive, YHA

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  1. Improving support functionsAchieving your charitable impactCaroline White Chief Executive, YHA 1 February 2012

  2. Getting your supportfunctions right • Charities are businesses • Achieve more for your beneficiaries

  3. What is asupport function? Traditionally HR Finance IT A wider view Any function which supports your main purpose 3

  4. YHAOur Vision “To reach out and enhance the lives of all young people” Goal To double the number of young people who experience YHA 1 million 4

  5. YHAour mission “To inspire all, especially young people, to broaden their horizons, gaining knowledge and independence through new experiences of adventure and discovery.” 5

  6. Strategicthemes 6

  7. Delivering our vision through A network of hostels 200 across England and Wales Our customers 1.8 million overnight stays Education groups Activity groups Families and individuals International groups and travellers Our people Volunteers and staff 7

  8. Our funding model Revenue 92% Trading 6% Membership 2% Fundraising Capital 71% loans and cash 26% from property disposals 3% capital grants 8

  9. Direct versus support costs Direct costs Those directly attributable to running a hostel Eg staff, food and beverage, laundry, utilities, repairs Support functions and costs Everything else! Eg membership, fundraising, sales, marketing, customer insight, HR recruitment, IT, Finance No allocation to enable transparency and comparison 9

  10. Our biggest challenge Financial Sustainability Year on year surplus An invested network 5 year plan to invest and dispose of hostels 10 year financial plan £1.7 million savings in central costs 10

  11. Central cost challenge 11

  12. What we have done Engaged with our people Low hanging fruit Ceased or merged activities Outsourcing versus insourcing Systems improvement 12

  13. Engaging with our people People engagement strategy Aligned all objectives to strategy Planning and risk embedded Reward not just through pay Increased volunteering opportunities Making an impact 13

  14. Low hanging fruit Procurement Tendered ruthlessly Reduced suppliers Longer term contracts – lower prices Focus the teams Breakdown silos Clear objectives 14

  15. Ceased or merged activities Stopped some activities Paper communications Hostel inspections Weekend AGM’s Merged functions SHEQ Membership and fundraising Sales and contact centre 15

  16. Outsourcing or insourcing Outsourced IT strategy HR support H&S inspections Kept in house IT help desk Contact centre Mix and match Marketing Customer insight 16

  17. Systems improvement 158 servers to 1 Databases CRM Finance systems Centralised telephony 17

  18. Some concluding thoughts Support functions essential to your impact One size does not fit all Incremental steps A focus for boards in tough times 18

  19. Thank you • YHA (England and Wales) • Trevelyan House, Dimple Road • Matlock, Derbyshire DE4 3YH • Tel +44(0)1629 592 700 • www.yha.org.uk