Business Plan

Transcription

1 Version 4 Working Draft 17/11/15 Action Village India November 2015 November 2015 Page 1 of 21

2 CONTENTS Executive Summary 3 Page 1. Introduction 4 2. Background & Present Operations 5 3. Policy & funding environment AVI Stakeholder Views Organisation, Management and Structure Income & Expenditure Operational Plan 20 Abbreviations AVI BLF DFID KGSN ASSEFA CRUSADE NBJK Action Village India Big Lottery Fund Department for International Development Kerala Gandhi Smarak Nidhi (Kerala Gandhi Memorial Trust) Association for Sarva Seva Farms Centre for Rural Systems and Development Nav Bharat Jagriti Kendra (New India Awakening Movement) November 2015 Page 2 of 21

3 EXECUTIVE SUMMARY 1. This aims to set out a direction for Action Village India (AVI) allied with a clear strategic and operational focus. It sets out key tasks, financial and other projections for a three year period from November The prime concern of is for AVI to build on its existing programme to meet the needs of poor, marginalised, rural communities in India. 3. The plan therefore focuses on what is required to deliver successfully the vision: A small, UK-based charity that fundraises for Indian NGO partners to deliver programmes that will best assist the poorest and most marginalized sections of communities in rural India. AVI supports campaigns for social justice and equality on Gandhian principles of nonviolence. 4. The plan broadly outlines four stages: a) Stage 1 - November 2015-March Reorganising/Staff restructure and developing plans I. Ensuring that the skills and membership on the Board of Trustees are strong and reflect the needs of the organisation. II. Reviewing staffing and organisational arrangements to ensure an appropriate structure is in place to reflect the challenging funding environment, while maintaining a focus on the needs of the organisation and its stakeholders in the short and long term. III. Succession planning for Ivan Nutbown IV. Develop a communications plan to improve communications at all levels in AVI. V. Define the campaigning role of AVI as distinct from its awareness raising role VI. Develop a fundraising plan VII. Review IT, admin and finance systems VIII. Ongoing coordination of existing projects and UK work. b) Stage 2 - April 2016-September Implementation I. A focus on engaging new supporters, including members of the Indian diaspora. II. Engaging individuals in awareness raising and debate III. Include individual supporters in fund-raising IV. Develop a more extensive programme of visits to partners and projects in India. V. Strengthen contact with like-minded organisations, academic institutions and students. c) Stage 3 - September March Partners & Projects I. Strengthen the personal connection between AVI and partners. II. Review of current partners and projects III. Increase the awareness-raising and campaigning role of AVI within UK. IV. Risk analysis and risk mitigation plan. 5. The plan must therefore remain under continuing review, to take account especially of developments in income generation. This may lead to periodic reordering of priorities as necessary. November 2015 Page 3 of 21

4 1. INTRODUCTION 1.1 This has been developed through involving and engaging Action Village India (AVI) staff, Trustees, partners, volunteers, supporters in the business planning process. 1.2 The sets out key tasks and financial and other projections for a four year period from January Parts 1 and 2 of the document set out the background and context of AVI. It clarifies the vision of AVI along with its key objectives. 1.4 Part 3 sets the project in the context of the international and national background and the strategic review that has been undertaken. 1.5 Part 4 sets out the demand for AVI by reviewing previous consultation and summarising consultation with stakeholders undertaken through the business planning. 1.6 Part 5 describes the recommended organisational, management, and staff structures for AVI. 1.7 Part 6 outlines the current funding for AVI, finance and the resources that will be needed to achieve the new proposed activities and running costs and the anticipated sources of funding. 1.8 The final sections identify the key challenges and opportunities for AVI, and then set out the major risk factors and milestones for the operational plan. 1.9 The will be reviewed and updated annually, alongside consideration of the budget for the year ahead. Performance against key indicators and targets is to be reviewed quarterly. November 2015 Page 4 of 21

5 2. BACKGROUND AND PRESENT OPERATIONS 2.1 Vision and Objectives AVI s vision statement is to: A small, UK-based charity that fundraises for Indian NGO partners to deliver programmes that will best assist the poorest and most marginalized sections of communities in rural India. AVI supports campaigns for social justice and equality on Gandhian principles of nonviolence AVI s key objectives are: (a) To develop and strengthen AVI as an organisation and enable more people to be actively involved. (b) To develop non-funding support for existing partners and their networks. (c) To maintain funding for existing partners projects and AVI s activities. (d) To broaden understanding in the UK of development issues in India through our relationships with our partners History In 1988, there was the first Meetings of India interest/development education group in London focused on ASSEFA s work in India. Friends of ASSEFA (FoA) decided that it wanted to take on a limited fundraising role and asked ASSEFA if it could suggest a suitable project. In 1990 they chose Vadugapatti, a village in Tamil Nadu, where weavers needed looms. Two years later, FoA was asked to take on another ASSEFA project in Tamil Nadu, co-funded by the UK Government. In 1992 first Madras Cafe at WOMAD The decision to take on ASSEFA s Lathur Project led to AVI becoming primarily a funding agency. The pressure of finding money for the projects meant there was less time for social meetings and discussions, but these activities remain an important part of the AVI ethos. In 1993 first supporters group visit to India to the Lathur Project and potential partner, NBJK, in Bihar, North India. In 1994 AVI started funding NBJK s grassroots groups capacity building project in Bihar and CRUSADE s women s development/micro-credit project in Tamil Nadu. First food at WOMAD. In 1995 AVI started funding KGSN s organic farming programme near Trivandrum in Kerala In 1997 FoA became Action Village India (AVI) in recognition of its new partnerships. The name was changed to Action Village India after the group grew and slowly took on a fundraising role to support ASSEFA and other partners across India. In 1998 European Union and British Government funding was agreed for new phase at ASSEFA s agricultural development project at Lathur. And UK Lottery funding for a grassroots development project at NBJK. In 2002 Ekta Parishad was adopted as a partner organisation. November 2015 Page 5 of 21

6 2.3 AVI works with partner organisations on the following themes: Disability Rights - AVI supports people living with disabilities in Bihar and Jharkhand through the work of Nav Bharat Jagriti Kendra (NBJK). 30,000 people were reached through a DFID-funded project and now AVI has Big Lottery Fund support to enable 45,000 people to access their basic rights, including enrolment in school. Girls Education - NBJK, with our support, enables 200 girls per year to go to schools thereby affording them with more opportunities in life. Lakshmi Ashram (LA) is a women's centre and runs a boarding school for girls in Uttarakhand, in the foothills of the Himalayas. Land Rights - Etka Parishad (Unity Forum) has mobilised thousands of landless people, tribal and dalits, in long marches in the struggle for land and social justice. This has resulted in major changes on land policy at national and state level. The work continues, AVI is currently supports its activists in Odisha. Supporting Grassroots Groups Through NBJK AVI supports six small organisations to reach communities suffering the most disadvantage and where government resources are non-existent, such as in naxalite affected areas of Bihar and Jharkhand. Economic Development - Rural India accounts for more than 65% of the total population, most of who depend on subsistence agriculture. AVI has been funding ASSEFA to increase farmers productivity in Tamil Nadu and encourage learning to be shared among the 4,000+ participants and other ASSEFA areas Organic Farms - For 60 years KGSN has been promoting Gandhian values, especially in Kerala's villages, the overall aim being to take the life of each village a little closer to the ideal that Gandhi envisaged. KGSN is supporting over 2500 farmers with their organic farms Women s social, economic and political development CRUSADE has enrolled over 7,000 women in microcredit groups in northern Tamil Nadu and is now enabling them to develop plans for the development of their villages with their village council representatives. Women and children s health Since the 2004 tsunami, ASSEFA has worked with fishing and farming communities on Tamil Nadu s coastal belt. AVI supports a project covering women in 35 villages to reduce infant mortality and the proportion of low birth weight babies. 2.4 AVI also provides the following activities: WOMAD Madras café Madras Cafe is the trading name of Sensetrade Ltd, a fully owned subsidiary of AVI with its own board of directors. The activities of Sensetrade are accountable to the AVI Board. A minimum of one place on the AVI Board is reserved for a Sensetrade Director. Madras Cafe cooks at WOMAD and for private functions three or four times a year. 2.5 Summary of key achievements November 2015 Page 6 of 21

7 2.5.1 Over the year April 2014-March 2015: 63,201 people in India benefited directly from the five partners projects supported financially by AVI 100 volunteers involved in Madras Café and others helped with communications, fundraising, administration and photography. Bihar & Jharkhand: 30,000 people with disabilities claiming their rights 200 girls supported at secondary school 500 patients treated in remote rural clinic Tamil Nadu: Post-natal and medical care for 1,655 women and children 4,266 farmers begin to change arable and dairy farming practices 8,364 women micro-credit group members have better understanding of health issues and livelihood options. 1,126 people, mainly women, participated in drawing up village development plans 430 people with disabilities began to form groups and claim their rights 2,404 women attended a homeopathy clinic and participated in eye clinics and diabetics assessment camps 4,902 women SHG members took out low cost life insurance 116 women trained as tailors 217 panchayat (village council) presidents involved in a panchayat planning programme. Kerala: 2,606 families started organic farming Odisha: 847 claims made for legal title to homestead plots families received disaster relief after cyclone Phailin AVI Partners Forum (Tamil Nadu) 25 AVI supporters and members and senior representatives from all six partners participated in the Forum All of these people were supported either directly through AVI-funded projects or, as in the case of post-cyclone Phailin support due to AVI s funding of the NGO, which carried out the relief with other agencies funds and supplies. (Including Oxfam and Government of Odisha). There were also many thousands of families who benefited indirectly from the AVI s support for its partners, especially through their awareness raising initiatives. November 2015 Page 7 of 21

8 2.6 Organisation and Management AVI Trustees meets at least four times a year. Its primary role is to oversee and steer the development of the organisation. Its role is to: To develop the overall strategy of AVI; To ensure funding obligations are met; To monitor the financial management of AVI; To monitor and review the development of AVI; To ensure that policies and procedures are in place and ensure compliance with them. To address all employment and personnel matters The Trustees members are elected by rotation every three years at the AGM. The Board can have up to 16 members with experience including international development, trade unions, voluntary sector, finance, Governance, business planning and organisational development The Board of Trustees works through Sub Committees, which meet prior to Trustees meetings and others can be co-opted AVI s paid staff resources as of October 2015 are: (a) (b) (c) 1 (Coordinator) Partnership and Projects Manager part time (14 hours) (This role was the co-ordinator part time 28 hr/w until October 2013) 1 Administrator part time (21 hours) 1 Fundraiser & Communications part time (18 hours) AVI has a fortnightly staff meeting. Its role is operational, i.e. to support staff, inform each other of developments, prioritise tasks, and ensure that the team s activities are running as planned. 2.7 Funding For 2014/15, AVI s expenditure was 175,578 analysed as follows in Note 3 to the 2014/15 Annual Report & Accounts: Staff 31,839 Administration/Governance 3,384 Fundraising Publicity + Consultant 12,383 Education 1,225 Projects 126,747 Total 175,578 November 2015 Page 8 of 21

9 2.7.2 External funding obtained for staff, administration and project costs in 2014/15 has come from the following sources as shown in Note 2 to the 2014/15 Annual Report & Accounts. The longer term picture is presented as Appendix X: Donations from individual donors 51,055 Profits from Sensetrade 19,635 Grant from Big Lottery Fund (NBJK) 4,764 Grants from Trusts 107,274 Total 182,728 November 2015 Page 9 of 21

10 3. POLICY & FUNDING ENVIRONMENT 3.1 International Context In 2015 the UN announced the 17 Sustainable Development Goals to be used by all UN member states to guide policies over the next 15 years. These follow on from and expand upon the millennium development goals being much broader and with greater relevance to all member states rather than those who are considered as developing AVI s partners work will have a particular contribution to the following Sustainable Development Goals: 1. No Poverty 2. No Hunger 3. Good Health 4. Quality Education 5. Gender Equality 6. Clean Water and Sanitation 8. Good Jobs and Economic Growth 10. Reduced Inequalities 15. Life on land 16. Peace and Justice Within these goals are a number of specific targets. Under the goal of a quality education these include the following which could have an impact on the work that AVI s partners carry out: By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and tertiary education, including university By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through November 2015 Page 10 of 21

11 education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture s contribution to sustainable development. These individual targets show applicability to all member states but also reinforce co-operation between states and a commitment to sustainability, peace and human rights The final of these goals, Partnerships for the Goals, explores the connections between states that are needed to ensure their success and includes financial goals such as tackling debt in developing countries as well as technological, trade and systemic goals including Mobilize additional financial resources for developing countries from multiple sources Promote a universal, rules-based, open, non-discriminatory and equitable multilateral trading system under the World Trade Organization, including through the conclusion of negotiations under its Doha Development Agenda Respect each country s policy space and leadership to establish and implement policies for poverty eradication and sustainable development These goals could have a notable impact on the way that global development is carried out and national policies on aid. 3.2 Indian Policy context Since 2010 the external funding and policy environment for partners working in India has gradually become more difficult. Over that time, India s per capita GDP has increased significantly and the Indian government and media have talked up the impact of economic liberalisation. In recent years, this has led to many western governments being asked by the Indian Government to close their overseas aid programmes as India no longer needs their grants, it has become an aid donor in the region. DFID, for example has announced no more financial aid to India from end In future UK support will be limited to technical cooperation i.e. training, expert advice etc With the Indian Government clamping down on campaigning NGOs, the rules for using foreign funding for Indian grant recipients (FCRA) have been tightened, following a big anti-corruption campaign in Indian banks now have instructions to scrutinise transfers to NGOs. AVI s 2015/16 transfer to KGSN for the organic farming project in September 2015 was referred back to the Bank of Scotland for more details on the purpose of the grant. November 2015 Page 11 of 21

12 3.3 National Policy & Funding Context With reduced Government funding there is increasing competition for Trust funding. There are also a few larger trusts, which are gradually requiring more from applicants. In recent years AVI has not always been able to find the time to apply to those trusts Trusts tend to fund work that is easily identifiable as charitable ; this presents challenges for organisations that are involved with rights based work. There is also evidence that trusts are stopping funding work in India and there is evidence that DFID s withdrawal from India will hasten that trend There are four main sources of government/institutional funding: 1) DFID - In 2012, the Conservative government announced that it was ending direct financial aid to India and then imposed the same policy on its funding for NGOs. So, for the foreseeable future organisations working in India can only access UK government funds for technical cooperation. 2) EU Competition for these funds is challenging for smaller NGOs due to the time and process. 3) Big Lottery The current international development funding programme was open till March 2014; a new programme is expected. 4) Corporate Funding organisations are increasingly looking at opportunities to access corporate funding and partnerships with the private sector. More recently Comic Relief has moved to thematic funding which might open the door to India. This summer concerns were raised about aggressive charity fundraising and how this affects small charities. 4. AVI STAKEHOLDER VIEWS 4.1 As part of a strategic review, AVI carried out a consultation exercise with its partners, staff, volunteers and supporters during February-July This consisted of one to one conversations through a structured survey. 4.2 Partners Views The following is a summary of the feedback from partners The basis of the partnerships has not changed over time although there has been an increase in funding and the length of time some projects are being supported. In the case of the sale of scarves, this has developed into a trading relationship There is overwhelming support by the partners for the nature of the partnership provided by AVI The special features included, small scale flexible needs based approach, working together not as donor/recipient, trust and understanding of India. There was a strong personal connection through Ivan and other visitors. There were very few references to weakness in the partnership, however there is a November 2015 Page 12 of 21

13 clear need for a deputy for Ivan It was also viewed that AVI could be more dynamic and promote its function more clearly Partners recommended that: links could be increased through interns and volunteers spending time in India gaining an understanding. Depending on the persons involved the amount of time spent could vary from a week to several months. It is important to provide those visiting India with a thorough orientation through Ivan and Indian research scholars based in UK. There is scope to increase links with academic institutions in the UK There are a number of ongoing changes in India as explored above. Partners have explained that these could lead to Indian NGOs critical of their government losing overseas funding. International supporters of Indian NGO s are being denied visas due to new category of visa for NGO volunteers Partners feel that the relationship with AVI is based on equality with better methods for monitoring and reporting back. In terms of research needs it was noted that there are certain areas politically sensitive. Partners made a strong emphasis on the mission of AVI to be working for the poor. 4.3 Supporters & Volunteers Views The following is a summary of the feedback from supporters and volunteers The importance of personal connections throughout the organization came through very strongly from the interviews in several question areas: personal history of contact with AVI, understanding of AVI s identity, reasons for supporting AVI and perceived major key strength of AVI; between 50% - 80% respondents cited the significance of personal contact in these areas Most people were vocal about the need to improve communications at all levels throughout AVI. UK respondents were generally satisfied with their contact with the office, and a large majority had attended at least one AGM. Village Matters is read and appreciated, could be improved, needs to be regular The single most consistent response in the entire review was in favour of developing more awareness rising and campaigning in the UK (89% respondents). It was regarded both as a present strength and in need of development Respondents feel that AVI could usefully broaden contact with other organizations in UK, within her capacity. For example the positive relationship with Quakers could be further developed, both for raising awareness and funds. Both UK and Indian respondents felt that greater contact with academic institutions would be highly beneficial, especially in the areas of research and raising awareness about India s rural poor. These could contribute to November 2015 Page 13 of 21

14 broadening discussion in Village Matters and on the website, as well as supporting Indian partners through research projects Respondents also stressed the need to improve the overall governance and management of AVI, including by recruiting new and younger staff as well as more and younger members to the Trustee with appropriate skills November 2015 Page 14 of 21

15 5. ORGANISATION, MANAGEMENT AND STRUCTURE 5.1 Introduction This plan has been developed on the basis of AVI building on its existing programme to meet the needs of poor, marginalised, rural communities in India d) Stage 1 - November 2015-March Reorganising/Staff restructure and developing plans This stage involves a focus on key areas of organisational management and structure to place AVI on a firm footing in the mid and longer term, and help to ensure sustainability. It requires a focus on: IX.Ensuring that the skills and membership on the Board of Trustees are strong and reflect the needs of the organisation. X.Reviewing staffing and organisational arrangements to ensure an appropriate structure is in place to reflect the challenging funding environment, while maintaining a focus on the needs of the organisation and its stakeholders in the short and long term. This will involve appointing a suitably qualified consultant (using BLF development grant) in November 2015 to assist AVI translate these recommendations into an appropriate staffing structure. XI.Succession planning for Ivan is a matter of particular urgency. XII.Develop a communications plan to improve communications at all levels in AVI. This will include work on AVI s website, newsletter and use of social media which all need to reflect the visions and current activities more clearly and effectively in order to raise awareness, attract new supporters and underpin future fundraising. XIII.Define the campaigning role of AVI as distinct from its awareness raising role by: Start discussions by utilising the AGM to consult volunteers and supporters. Organising an open meeting in spring 2016 to explore this issue with volunteers, supports and partner organisations. XIV.Develop a fundraising plan XV.Review IT, admin and finance systems to ensure maximum efficiency and improve communications to meet the changing needs of AVI. XVI.Ongoing coordination of existing projects and UK work. e) Stage 2 - April 2016-September Implementation November 2015 Page 15 of 21

16 VI. VII. VIII. IX. This stage will involve revitalising the connection between AVI and our individual supporters. This will involve: A focus on engaging new supporters, including members of the Indian diaspora, via improvements to website, social events, educational visits, Partner Forums, internships, short term volunteering Engaging individuals in awareness raising and debate through Village Matters, web-site, and regional meetings. Include individual supporters in fund-raising Develop a more extensive programme of visits to partners and projects in India. X. Strengthen contact with like-minded organisations, academic institutions and students, both for awareness raising/campaigning in UK and for student, volunteer, intern and research visits to India. f) Stage 3 - September March Partners & Projects Requires a focus on: V. Strengthen the personal connection between AVI and partners. This connection is crucial as a basis for trust and must be respected in future decision making. VI. Review of current partners and projects - Funding for projects to continue be driven by partners needs and not by criteria of funders in UK or internationally. Making connections with new partners. Making connections with potential new partners in India. VII. Increase the awareness-raising and campaigning role of AVI within UK. VIII. Risk analysis and risk mitigation plan as more emphasis on campaigning may have an adverse impact on ability to send funds to India, and on the issue of Indian visas to AVI associates. 5.2 Organisation Staffing To deliver the range of activities planned for the AVI the organisation has reviewed its staffing structures and is proposing the following roles; 1. Projects & Partners part time for 3 days November 2015 Page 16 of 21

17 2. Coordinator part time for 4 days - fundraising/managing team/interface staff and Trustees/networks and partnerships/awareness/campaigning/events. 3. Admin Coordinator/Admin/Bookkeeper part time for 2.5 days - Governance support/management & communications/volunteers/ filing/liaison with supporters. Database/website maintenance/support November 2015 Page 17 of 21

18 Income & Expenditure Agreed Projects/Transfers to India Project Total Assured Funds (2) To Raise Project Total Assured Funds (2) To Raise Project Total Assured Funds (2) To Raise Project Total Assured Funds (2) NBJK Disability Rights in Bihar & Jharkhand (NBJK Budget) (8) 133, , , , , , Disability Rights in Bihar & Jharkhand (AVI Monitoring & O'heads) 13,505 13,505-11,534 11,534-16,724 16, Small Group Support + Lok Samiti 5,500 3,500 2,000 6,000 3,500 2,500 6,500 3,500 3,000 7,000 3,500 3,500 Girls Education 7,200 2,400 4,800 7,700 2,400 5,300 8,200 2,400 5,800 9,000 2,400 6,600 ASSEFA Post-Tsunami Women & new born's Health - Marakanam (5) 8,600 2,000 6, Rural Livelihoods/Farming (4) CRUSADE Women's Development/Mobilising Local Resources 44,370 42,920 1,450 47,080 45,850 1,230-1,000-1,000 - T N Panchayati Raj NGO Alliance 1,500-1,500 1,500-1,500 1,500-1,500 1,500-1,500 KGSN Balanced/Organic Farming 7,550 1,400 6,150 8,300 1,400 6, Ekta Parishad Odisha - Chilka Lake Support ended March '15 (6) - 2, Ekta Europe, Contingency etc 1,500-1,500 1,500-1,500 1,500-1,500 1,500-1,500 Lakshmi Ashram AVI Partners Forum/Experience Sharing SriJan Foundation 1,000-1,000 1,000-1,000 1,000-1,000 1,000-1,000 TOTAL PROJECTS BUDGETS 224, ,541 25, , ,271 19, , ,438 12,800 20,000 7,300 14, To Raise AVI UK Budget UK Office + Staffing (7) 56,718 78,406 80,758 83,181 Governance 1,200 1,236 1,273 1,311 Fundraising 2,625 2,704 2,785 2,868 Education 4,950 5,099 5,251 5,409 November 2015 Page 18 of 21

19 Agreed Projects/Transfers to India Project Total Assured Funds (2) To Raise Project Total Assured Funds (2) To Raise Project Total Assured Funds (2) To Raise Project Total Assured Funds (2) TOTAL UK BUDGET 65,493 50,000 15,493 87,444 50,000 37,444 90,068 50,000 40,068 92,770 50,000 42,770 AVI TOTAL BUDGET (3) 290, ,541 40, , ,271 57, , ,438 52, ,770 57,300 56,870 Anticipated Project Proposals - Likely Budgets ASSEFA - 4 Yr Rural Livelihoods Project expected from Jan 16 (4) 10,000 10,000-45,000 42,000 3,000 45,000 42,000 3,000 45,000 42,000 3,000 ASSEFA - Women's Health - Marakanam (5) ,000 2,000 6,000 8,500 2,000 6,500 9,250 2,000 7,250 Ekta P Odisha - JJ2020 (6) 2,000 2,000-8,000 2,000 6,000 8,500 2,000 6,500 9,250 2,000 7,250 Total Potential New Projects 12,000 12,000-61,000 46,000 15,000 62,000 46,000 16,000 63,500 46,000 17,500 POTENTIAL TOTAL BUDGET 302, ,541 40, , ,271 72, , ,438 68, , ,300 74, To Raise (1) Budgeted at Exchange Rate of Rs 90 = 1 (Conservative to reflect rate likely to be achieved). Budgets set in Indian Rupees. (2) Assured Funds = standing order donations + donations promised + 'safe' assumptions on Unrestricted funding, e.g. minimum donation of 10,000 from Sensetrade. (3) Total Project and AVI Total Budgets do not agree across columns because restricted funds cannot be moved between projects (4) ASSEFA IGNOU Project ended March '15. Proposal for next phase at final draft stage (5) ASSEFA - Post-tsunami health project to enter new phase from April '16 (6) New proposal for JJ2020 programme from Ekta Odisha expected by end 2015 (7) Salaries from includes reinstatement of Coordinator's position (8) NBJK-BLF Project Actually runs from July 15 - July 18. Budgets shown here as April - March each year as Yrs 2&3 quarterly budgets not available File: Ivan - Financial Overview November 2015 Page 19 of 21

20 6. OPERATIONAL PLAN 6.1 Set out below is AVI s draft Operational Plan from November Target Date Nov 2015 Nov 2015-Dec 2015 Jan 2016 Jan 2016 Jan 2016 Jan 2016 Nov 2015 Jan March 2016 March 16 March 2016 April 2016 September 2016 Milestones Finalise and agree the business plan Ensure that the skills and membership on the Board of Trustees is strong and reflects the needs of the organisation. Recruit as necessary Develop a one year action plan for AVI Implement new staff re structure Recruit new staff and induct Induct new Trustees Appoint consultants to assist AVI to implement staffing arrangements to ensure an appropriate structure is in place Improve communications at all levels in AVI. This will include work on AVI s website, newsletter and use of social media Supporters & volunteers Public in UK Internal staff-staff Staff and Trustees Develop a fundraising plan Review IT systems and improve systems to ensure they meet the changing needs of AVI i.e. Improvements to website Start to focus on engaging existing & new supporters, including members of the Indian diaspora, e.g. social events, educational visits, through Village Matters, website, and regional meetings Partner Forums, September 2016 September 2016 April 2016 Internships, short term volunteering. Engage individuals in awareness raising and debate Educational visits in engaging new supporters - Start to develop a more extensive programme of visits to partners and projects in India. November 2015 Page 20 of 21

21 May 2016 March 17 March 17 April 2017 Strengthen contact with like-minded organisations, academic institutions and students, both for awareness raising/campaigning in UK and for student, volunteer, intern and research visits to India. Review of current partners and projects - Funding for projects to continue to be driven by partners needs and not by criteria of funders in UK or internationally Increase the awareness-raising and campaigning role of AVI within UK Review November 2015 Page 21 of 21