The future of The Royal British Legion – our Pathway for Growth

1. The future of The Royal British Legion – our Pathway for Growth

2. Why change? Our beneficiaries’ needs are changing – they are facing tough times and have more complex needs • Iraq and Afghanistan generation will be dealing with trauma of war for years to come • Defence cuts mean reduction in serving personnel • Young Service leavers embark on civilian life in most difficult of economic times in recent history • Many will be medically discharged and need specialist care and support • WWII generation’s need for support is at its peak

3. Why change? • Number of members declining • Don’t use our volunteers effectively enough • Operating in an ever-more crowded Service Charity Sector

4. Why change? • Public aren’t sure what we actually do with their donations • Need to update our public image to reflect what we do now, not what we’ve done in the past • Need to work much more flexibly, efficiently and effectively • to deliver welfare, representation, Remembrance and comradeship in a co-ordinated way at a local level • Must ensure our services are targeted where they’re needed most

5. Pathway for Growth • To achieve that we need to change • Pathway for Growth will enable us to reach more members of the Armed Forces community – to help them where, how and when they need it most

6. Our strategy for the future

7. Our strategy… • … has been developed to address these issues and will ensure we are • easier to find – virtually and geographically • more accessible • directly relevant • Focused on times when beneficiaries need us most – grief, depression, managing financial difficulties • Enables us to take an holistic approach to meeting needs, improving co-ordination and information flow between ourselves and others supporting the Armed Forces community

8. Our strategy… • Has the beneficiary at the very heart • Focuses attention on delivering the ‘four pillars’ of our mission to support our beneficiaries • Welfare • Representation • Remembrance • Comradeship • Other activities to support those pillars – including Fundraising

9. Our strategy… • Will enable us to help our beneficiaries help themselves • We will • provide welfare support and services • offer crisis support/intervention • provide advice and guidance • refer beneficiaries to other services • signpost to other relevant information

10. Our aims • To become more • person-centred – assess, integrate and provide support to match client’s needs • practical – present at critical life events, focused on support root causes of client need • widely known – so that beneficiaries know we are here to help • focused on finance and income, social isolation, health and mobility • visible – so that people know what we do and how • modern – matching 21st century resources to 21st century needs • responsive to needs and opportunities

11. Introducing our new way of working

12. New way of working • Three ‘touch points’

13. New way of working Contact Centre Online Grants

14. Using technology • Identify and use technology to extend our reach • Beneficiaries to be able to access information online or through a contact centre • Developing ‘knowledge base’ for staff, volunteers and beneficiaries

15. Principles • National organisation, local delivery • Head office – strategic hub • Some head office and specialist welfare roles moved to Regions • Direct support to beneficiary – local

16. Our new structure • Based on beneficiary need • Working more flexibly, reaching out into the community • Three Regions – management hubs • North • Midlands • South • Specialist regional welfare services

17. Our new structure • 16 Areas – delivering all four pillars of our mission at local level • Secondary locations – drop in centres, collaborations or co-locations with other Service charities, enabling us to work more flexibly and reach out into the community • Locations based on data showing where concentrations of beneficiaries are • Easier to access online information and services

20. Area delivery • Local services supported by: • Area Office located in high street with high visibility • Services delivered by the Legion and partners • Network of local outlets – co-located with other charities or agencies • Communication strategy to enhance profile and understanding of what we do

21. Benefits • Clearly focused on our beneficiaries • More accessible • Can be more responsive to beneficiary needs

22. Area Manager (AM) Providing overall leadership and management of 1 of 16 Areas. Advice & Information Team Leader (AITL) Responsible for allocating cases to Case Officers and Case Workers. Oversees and evaluates support given to beneficiaries. Case Officers (CO) Responsible for ensuring beneficiaries receive integrated, person-centred support from the Legion. Deal with more complex cases. Provide supervision of Case Workers and first point of contact for you on cases. Advice & Information Officers (AIO) A key point of contact for staff, volunteers, members and beneficiaries offering initial assistance and information. A Quick Guide to the New Roles A modern approach putting the beneficiary at the heart…

23. Why the new roles look like they do A modern approach putting the beneficiary at the heart… Empowering beneficiary with choice Empowering beneficiary with choice and control A visible and accessible Legion: online, contact centre, walk-in offices and outreach locations A more integrated approach to helping people – different departments working better together to provide a better service About treating root causes not symptoms and control A visible and accessible Legion: online, contact centre, walk-in offices and outreach locations A more integrated approach to helping people – different departments working better together to provide a better service About treating root causes not symptoms

24. Why the new roles look like they do A modern approach putting the beneficiary at the heart… Providing efficient customer service tailored to the needs of the individual Contact Centre handling straight forward queries and reducing admin. burden Different levels of needs assessment – Basic and Full depending on the situation Better tools for the job – KnowledgeBase, Turn2Us, CMS, and RightNow

25. Progress & Next Steps • Looking for appropriate properties for the Area Offices • Will be an important public face of the Legion • We have just finished recruiting for the frontline welfare roles working with existing staff to help develop new skills and working patterns

26. Area Office

27. Transforming the Legion • Biggest change to the way we work in our history • About improving and increasing services and raising our profile • Change is long overdue • Joined up and modern • Working together to make difference to our beneficiaries’ lives – that’s why we’re here!

28. Beneficiary at the heart • Beneficiary at the very heart of how we will operate • Major changes needed to secure the future growth of the Legion • Pathway for Growth will enable us to offer best possible support to the Armed Forces community • That’s why we are here

29. Your questions