Business Plan 2015/16 Coeliac UK 1. Introduction 1.1 This plan covers a two year period with the second year remaining indicative in the milestone chart and its budget and plans will be reviewed in a rolling business plan next year. 1.2 The plan is one of the most ambitious the Charity has ever undertaken. We are in a strong position to accelerate our progress towards our 2020 strategic aims having built a successful public profile based on a strong and active Membership base and expert staff with a wide range of professional skills. 1.3 Public recognition of the term coeliac disease has grown from 44% to 74% between 2003 and 2013. The retail gluten‐free market has grown by at least 10% year on year for the last decade and does not look like slowing. And from a very low base, nearly a quarter of the top 100 brands in catering feature gluten‐free dishes on their menu with a 300% increase in the last three years in the number of lines available. 1.4 Despite the economic challenges of the last few years the Charity’s finances are robust and capable of supporting significant investment in bolder initiatives to secure a better deal for people with coeliac disease and develop long term solutions with more research. 1.5 The economy is looking better and we need to take advantage of improving conditions to boost fundraising and commercial income with the implementation of strategies agreed in 2014. We will also need to increase our Membership fee (from £20 to £24 for individual Members) for the first time since its implementation in 2008 to reflect inevitable inflationary pressures in providing the services. 1.6 On that basis we have budgeted for a 15% growth in income in 2015 and 14% in 2016. The raised level in activity we are proposing will require investment in additional commercial and volunteering staff, materials to back our diagnosis campaign and support research. As a result expenditure is set to increase by 23% in 2015 but reduce by 3% in 2016. 2. Key themes of plan 2.1 We will seek a marked increase in the public profile of coeliac disease with our new national campaign focusing on the issue of diagnosis. It will include our first national advertising campaign, pop up clinics to garner regional impact, the creation of an online diagnosis clinic and the development of a sustainable pharmacy‐led model of diagnosis. 2.2 The campaign will not only address the very real issue of lack of diagnosis, it is also intended to boost the Charity’s reputation and profile overall in support of our work Page 1 of 6 2.3 2.4 2.5 2.6 2.7 2.8 to increase Membership numbers, catering accreditations, product licensing, fundraising for research and provide a platform for future campaigns. Work will continue to improve services for Members. A project begun in 2014 to look at new ways to gather information on gluten‐free products will bear fruit in 2015. When we launch the 2015 Directory there will be double the number of products – 20,000 – and by the end of March we expect the number to have reached 50,000. But such improvements bring their own challenges. The printed Directory will need to change. Not only will a Directory of 50,000 be unaffordable, it will be unusable at a telephone directory size and weight. We will be consulting with Members in the first part the year to find an effective solution for those who will still rely on a printed Directory. We will build on the success of the 2014 campaign to sign up retailers to the Gluten‐
free Guarantee which ensures at least eight staple products are available in every one of the retailer’s stores irrespective of size. We will target convenience store chains in our second phase to secure greater availability than ever before. The plan also lays the foundations to achieve longer term objectives set out in our 2020 strategy. For example, we intend to build towards a major fundraising campaign for research. One of the pledges in our recent FREED FROM campaign set out a million pound challenge to create a research fund. But we want to go further. 2018 is the Charity’s 50th anniversary. What better gift for the next generation of Members than to build the next generation of researchers able answer some of the key questions about managing the disease. We start work on a major donor and trust programme which will be a key element of the campaign. We are also responding to changed circumstances in Scotland. Increased devolved powers gives the Charity greater opportunities for influence and we need to step up to the challenge. We have already taken advantage of a vacancy in the Scottish post by reshaping and increasing the seniority of the role. Finally we need to take advantage of the increasing interest in the gluten‐free diet and our expert knowledge in the area without jeopardising our core mission of improving life for people with coeliac disease. Manufacturers, retailers and caterers are responding to the phenomenal growth in demand for gluten‐free and see the Charity as the primary source of expertise and knowledge. But there are increasingly competitors who want to position themselves as rivals for training, advertising and even accreditation. To ensure we remain pre‐eminent in the gluten‐free arena we will create a new trading company which will provide services, at a cost, for those simply looking for a gluten‐free diet. This will enable us to continue our positioning as the place to go to for gluten‐free expertise if you are a consumer or commercial operator. But the use of a Trading Company for this work will ensure that the Charity’s core purpose or policies are protected and will provide another source of income for our charitable activities. In summary the focus of the activity in the plan will be to: Page 2 of 6 
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launch a new campaign to increase diagnosis rates launch a bigger and better Food and Drink Directory launch a second wave of the Gluten‐free Guarantee campaign aimed at chains of convenience stores lay the foundations of a major donors and trust programme which will support major investment in research develop our volunteer base to work in partnership with our Members in everything we do for the benefit of all extend our reach with an expanding Membership base and secure our position as the go to organisation for anyone interested in the gluten‐free diet. 2.9 Activities against aims are: Aim 1 Support  Increase numbers in Membership to 72k in 2015  Increase number of products and brands listed in the Food and Drink Directory (500% by end of year)  Consult with Members on how to manage a new printed Food and Drink Directory  Increase the number of venues in the Venue Guide by 1,000. Aim 2 Better diagnosis and management  Launch a major diagnosis campaign.  Launch accredited online training modules for dietitians.  Promote new NICE guidelines on diagnosis and management to healthcare professionals. Aim 3 Better access to foods in the shops  Launch second wave of the Gluten‐free Guarantee campaign.  Increase the number of products with the Crossed Grain licence – issue 36 new licensees.  Investigate cost base for gluten‐free production to underpin the FREED FROM pricing campaign in future years. Page 3 of 6 Aim 4 Eating out  Increase the number of venues accredited (20 individual and 5 chain accreditations).  Train more people online and in face to face courses (c 400). Aim 5 Research  Hold research conference.  Launch a new research call. Aim 6 Value for Money  Create a major donor network and increase other fundraising activities.  Increase Campaign Network membership by 250 to support effectiveness of the diagnosis campaign.  Launch blog and microsite functions on the website. 3. 3.1 3.2 2015‐16 Budget The proposed budget is an investment one with a net deficit of £143k in 2015 and a surplus of £384k in 2016. The Charity has healthy reserves which are able to absorb a deficit budget in 2015 without risking the Charity’s prudent reserves policy. Summary budget is included in Appendix A and B. Income Overall income is budgeted to grow by 15% against the 2014 forecast. An increase in commercial income is the biggest contributor to this growth mainly from a growth in licensing and accreditation activity. A growing Membership is also contributing to an 19% growth in income from the Membership forecast outturn figure for 2014. Our investment in fundraising will begin to reap rewards reversing the flat position of fundraising in recent years with a rise of 24% in 2015 on fundraising excluding unpredictable legacy income. 3.3 Legacies Legacy income in 2014 is forecast for £111k. The nature of this income means that this can vary significantly year on year. As with previous years, it is proposed that this income is taken below the line and decisions on matched expenditure made in year. Page 4 of 6 3.4 3.5 Expenditure Overall, expenditure is set to grow in 2015 by 23% to £3,579k reflecting the increased levels of activity. The increase is mainly accounted for by activity on the Charity’s diagnosis campaign and new staff to support our increase in volunteering activity. We plan to spend around £400k over two years on the Diagnosis campaign. The HR budget will grow by 17% in 2015 to accommodate new staff devoted to supporting volunteers. An across the Board pay rise has been kept to a modest 2%. Capex With the Charity’s investment programme in ICT infrastructure largely complete, capex costs in 2015 and 2016 will reduce by about two thirds. Average annual expenditure of £65k will mainly be used for further refinements of the Membership database, website and the app. 4. 4.1 Performance measures Stakeholder Each project we undertake will have its own set of key performance indicators (KPIs). Business plan KPIs are set out below: 
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Retain 90% of Members Recruit 15.5k new or lapsed Members 
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Achieve 150k Facebook interactions (likes/comments/shares/posts) for 2015 Achieve 10k Twitter interactions (mentions/retweets) for 2015  35% of Membership downloaded mobile app  28 accreditation packages taken up by caterers (6 chain, 22 single site)  Recruit 250 new Volunteers to the Campaign Network Financial 
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Fee income on target Fundraising income on target Commercial income on target Internal 
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80% of Members’ activated web account 50% of 2014 renewals made online 90% of debts collected in 90 days Developmental 
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Staff absentee levels below charity sector average 2.2% Staff turnover below a rolling 12 month charity sector average of 15.2% Page 5 of 6 
The annual ESAT exercise produces a higher % of satisfaction in over half the questions covered. 5. 5.1 5.2 5.3 5.4 5.5 5.6 Risk management The Charity is undertaking an ambitious and high profile plan in 2015 which will require careful prioritisation to ensure business as usual activities maintain their high standards. The proposed rise in income from Membership fees will be gained through growing Membership numbers and the first increase in the Membership fee since the scheme was introduced in 2008. Continued high rates of joining throughout 2014 suggests joining assumptions are low risk. However, 2014 saw the first year of pay on joining for new Members. 2015 will be the first year that these Members are being asked to renew. We are assuming that their behaviour on renewal will be the same as pre‐
existing Members but this will need to be monitored carefully to assess any differences in behaviour. In addition the introduction of the fee increase may impact on retention levels. A careful programme of communication highlighting improvements in service and length of time with no fee rise will be implemented. Feedback from our local Voluntary Groups suggest that the rationale for the rise is well accepted. The substantial rise in commercial income is supported by better than expected performance in this area over a number of years and, in particular, the appetite for Crossed Grain licensing and catering accreditation that we have seen in the last two years. Additional staff have been recruited to cope with the additional demand and to ensure that we have an ongoing sales pipeline. Planned rises in fundraising income are based on untested activity. However, new recruits in this area provide the Charity with new skills to exploit previously untapped fundraising channels. Overall we will need monitor income very carefully. However, timing of major expenditure associated with the diagnosis campaign is set for the second half of 2015. We will be able to adjust that programme of work if necessary in line with income. Finally, our plans for creating a new income generation line with a lifestylers’ service in a new Trading Company may attract controversy within the Membership if misinterpreted as diluting the Charity’s core mission. The rationale to bolster the Charity’s pre‐eminent position as expert on the gluten‐free diet must be clearly articulated within a timescale that allows reflection and response to Members’ concerns. 6. Objectives and milestones These are attached as Appendix 1. Page 6 of 6 Appendix 1
Milestones - 2015/16 Business Plan
Aim
Project and budget
Authorative source of support and quality services
Qtr 1 Milestones
Qtr 2 Milestones
Qtr 3 Milestones
Increase our Membership
base
Cost:
£117k
Income: £981K (fee) £23k
(commercial)
New fee
implemented. Launch
welcome email and
keep in touch comms
with associated
commercial offer.
Launch new HCP
Membership offer.
Food and Drink Directory
Cost: £117k
Income: £63k
Add 20,000 extra
Agree printed
products Undertake Directory approach
consultation on future
of printed Directory
Improve services
£0k
Begin research for
Recruitment drive
new scheme
Allergy and Free From
alongside Lifestylers Show South
plan
Reactivation
campaign.
Cost: Increase Venue guide Increase Venue guide Increase Venue guide
listings by 250.
by 250.
Add 25 by 250. Add 25 new
Add 25 new recipe.
new recipes
recipes.
Qtr 4 Milestones
Recruitment drive
Allergy and Free From
Show North
Membership total
72k
Budget
completion
Actual
completion
2016
80k in Membership and
£1.1m income
Implement new printed
option
Redesign of Crossed
Grain 250 new
venues added. 25
new recipes added.
25% increase in
Member2Member
mentors and users.
Launch new design of
Crossed Grain.
Introduce
meal planner to recipe
database. Introduce
sponsored social media
recipes.
Aim
Project and budget
Accelerated rate of diagnosis and uniformly high quality care.
Qtr 1 Milestones
Qtr 2 Milestones
Qtr 3 Milestones
Diagnosis campaign
Cost: £ 261k
Income: £20k
APG hosted
Westminster debate.
Baseline poll on public
awareness. Online
assessment tool
developed.
Awareness Week
Cost: £53.9k
Improve HCP training
Cost: £2.5k
Campaign launch cf
Awareness Week.
Microsite created for
online diagnosis.
Launch national
advertising.
Develop plan for
pharmacy-led diagnosis
roll out.
Diagnosis
policy event (London)
Qtr 4 Milestones
Mailshot to primary
care services. Launch
Come Dine with me
challenge.
Parliamentary and
media Diagnosis
campaign launch.
Launch of GP practice
tv and leaflets promo.
GP diagnosis checklist Launch of accredited Develop HCP forum to Communicate NICE
online dietetic
share best practice.
2015 to HCPs.
modules
Review dietitian and
pharmacist course cf
NICE 2015
Budget
completion
Actual
completion
2016
Roll out pharmacy diagnosis
parntership
Continue with the Diagnosis
theme. Refresh creative for
2nd round of campaign
activity.
Review support package for
pharmacists in light of roll
out of pharmacy-led
diagnosis approach.
Aim
Project and budget
Improve access to a wider range of good quality products
Qtr 1 Milestones
Qtr 2 Milestones
Qtr 3 Milestones
Gluten free guarantee
(GFG) campaign
Cost: app cost in ICT
development milestone
Secondary target list
agreed. Sign up
target agreed.
Development spec for
GFG on App.
Follow up primary
target list.
Contact secondary
target list. 4 out 6
top retailers with GFG
Improve IP for retail
Cost: £0k
Investigate cost base
for GF production.
Improve numbers labelling 9 new licensees
with Crossed Grain symbol
Cost: Staff time only
Income: £304k
9 new licensees
Qtr 4 Milestones
2016
Commitment on GFG from
secondary target list
Initiate planning on
labelling Freed From
campaign
9 new
licensess
9 new licensees.
Total income from
165 licenses £304K
More choice on more menus.
Qtr 1 Milestones
Qtr 2 Milestones
Qtr 3 Milestones
Qtr 4 Milestones
Expand accreditation and
training scheme for
catering sector
Cost:
£70k
Income: £139k
5 new inidvidual
accreditations, 1 new
chain accreditation; 2
f2f training courses,
75 online
5 new inidvidual
accreditations, 1 new
chain accreditation; 2
f2f training courses, 75
online
5 new inidvidual
accreditations, 2 new
chain accreditations;
3 f2f training courses,
75 online
Review Gluten-free
Caterning Standard.
Review catering
training content.
Survey Members on
GF diet and product
preference ahead of
GFG review
Improve IP for catering
Cost: £0k
Actual
completion
GFG store finder
launched on app.
APPG meet on cost and
availability issues.
Aim
Project and budget
5 new inidvidual
accreditations, 1 new
chain accreditation; 3
f2f training courses,
75 online
Budget
completion
Add 36 new licensees
Increase income by 15%
Budget
completion
Actual
completion
2016
22 new individual
accreditations
6 new
chain accreditations
12 f2f courses
360
online training courses
Total income £198k
Aim
Project and budget
Effective medical research and building an evidence base.
Qtr 1 Milestones
Qtr 2 Milestones
Qtr 3 Milestones
Improving knowledge
Coeliac UK research
exchange
conferences held
Cost £18k
Income £12k
New research grants round
Cost: up to £200k
Aim
Project and budget
Qtr 4 Milestones
Budget
completion
Actual
completion
2016
Joint GOSH seminar
Annual research conference
Research call issued.
Award MRC Joint
Fellowship
Extension of epidemiological
research
Resources in line with strategic direction and value for money.
Qtr 1 Milestones
Qtr 2 Milestones
Qtr 3 Milestones
Develop lifestylers income Draft project plan for Finalise plan
line
Cost:£0k (in the lifestylers'
2015)
programme
Work with finance
team to establish
governance needs
Helpline expertise
Cost: £2.3k
Increase occasional
donations
Cost: £8k
Income:
£250k
Monthly twitter chate
rolled out.
Celebrations
New Awareness Week
fundraise ask In
ask of community
mem ask
fundraisers
New Helpline manual
launched
Engage with school
supporters for
community FR
Increase major donor
income
Cost: £3.5k
Income: £90k
Approach 10 high net Identify commercial
worth people.
partners for 2016
charity of the year.
Ongoing trust
applications.
Identify 5 high net
worth individuals.
Networking event for
major donors.
Mid year assessment
of trust and major
donor applications.
Increase legacy income
Cost: £8.1k
Income: £100k (below the
line)
Market across comms
channels and direct
mail 5k Members
Qtr 4 Milestones
Budget
completion
Actual
completion
2016
Register with
Companies House.
Work on brand and
microsite
Helpline training
course completed
Engae with
community groups eg
RotaryLions/Social
Clubs
Establish new Trading
Company and launch offer
Identify 10 high net
worth individuals for
1 engagment in 2016.
Applications for
charity of the year.
Roll forward programmes
for high net worth
individuals, trust
applications and charity of
the year.
Market across comms
channels and direct
mail 5k Members
Investigate legacy promotion
by video
Helpline Standard awarded
Refine activity to increase
income to £280k
Introduce new DD FREED
FROM ask
Cost: £2k
Income: £18k
Launch a £3 per
Follow up email
month research fund
ask in Crossed Grain
Analyse success and
plan for extension of
ask in 2016
Run telemarketing upgrade
campaign to those signed
up. Continue recruitment
via email, phone and paper
communications.
Increase utility of ICT
systems Cost:£26k
FDD data upgrade.
Management data
upgrade for all teams.
Launch Groups online
forum
Launch of GFG store
finder, FREED FROM
microsite and blog
functionality
App platform review
Review of CRM and
app providers
Plan for local hardware
renewal
Further development of
Coeliac UK volunteering
Cost:£20k
Income: £28.4k
Open 1 Local Group
Open 1 new Local
Group.
New Local Group
constitution and
finance policy agreed.
Increase Campaign
Network volunteers
by 250. Open 2 new
Local Groups. Board
approval of new Local
Group constitution.
Achieved the Investors in
Volunteers Award.
Note expenditure costs
exclude HR components
Glossary
APPG
GF
GFG
GOSH
All Party Parliamentary Group
Gluten free
Gluten free Guarantee
Great Ormond Street Hospital