Learning Outcomes & New Directions
In their business planning sessions, Britannia Sailing Trust began to discuss developing a business plan. As they progressed with their NHLF bid, however, they diverted attention to supporting the operational side of their bid. They also worked on developing a succession plan for the Trust, which included identifying a suitable location for this historic vessel as well as recruiting new people.
In the fundraising sessions, it was noted that the founding trustees were not documenting the time they invested in developing the Trust (writing funding bids, gathering evidence, monitoring projects, managing people).
As the focus of the charity has expanded to encompass learning and environmental objectives in addition to restoration, new partnerships were discussed and how to co-develop bids to support shared objectives. The Trust accordingly created a sponsorship offer for businesses and began to disseminate this.
The Trust also developed skills in presenting their work for different audiences, telling the story of their project and began planning their year in relation to national and international heritage celebrations, as well as environmental awareness events. The founding trustees recognised that they were not comfortable ‘blowing their own trumpets’ and have sought new volunteers to help promote the charity and bring in new ideas.
Furthermore, they are working hard to communicate what pro-bono support they would like from businesses (via CSR offers) and what volunteers might expect from working with them. This clear communication is helping them to attract the right people to support to their work and learn from the older trustee’s skills and experience.