Situation TBN was launched in 2003 with the vision of “Using business to bring spiritual and physical transformation to the world’s poor.” By 2007 over 6,000 jobs had been created or supported in 30 projects. In the last year, foundations for the next stage of development have been put in place. A part-time General Manager has been appointed; the membership structure has been amended to maximise accessibility; and activities towards the TBN vision are focussed around inspiring, engaging and supporting members. As a result, TBN impact has increased and the organisation has begun to move towards sustainability. There are now over 60 projects and membership income increased by 46% in the year to Oct 08. These projects not only impact poverty but some include conflict reduction (business across a divide), sustainable healthcare, orphan education, support for ex-trafficked women and children backed by businesses, etc. However, central capacity remains limited with staff time totalling less than one FTE (Full Time Equivalent). This lack of staff time means that it is increasingly difficult to continue to grow the organisation, engage new members and support those involved in projects. We believe we should invest in the development of a core team able to build on this proven model and substantially increase impact, achieving financial viability at a much higher level of activity and impact. Solution We have prepared a development plan which shows how we plan to do this. Main elements are: 1. Inspire: to grow membership and therefore scale, income and sustainability - Improve marketing communications and geographically widen reach, to increase the number of members and therefore scale and income / sustainability. - Develop ‘Fellow’ and Corporate Membership categories. - International expansion. 2. Engage: to grow the number of successful transformational projects - Use technology to improve networking. - Measures to encourage and support local and regional groups. - “Productisation” of successful project models for replication. 3. Support: to increase project effectiveness - Development of project loan fund and introduction of project grants for development and replication work. - Development of corporate services. - Increased personal project support. Impact We expect the following impact after 2 years: - Membership increase to 400 by end 2010 including 180 Partners, 30 Corporate Members and 20 Fellows, increasing annual membership income to over £200k - Engagement ratio (projects per member) to increase from 0.45 to 0.55 - Projects increase from 62 to 220 - Based on previous ratios this will create or support 44,000 jobs and generate £180m or direct or indirect investment - Increased replication and sharing of best practice will increase project transformational impact. - Plus impact from growth of the international movement. Funding requirement We expect additional annual costs to be self funded within 2 years. Additional funding required is: - £98k one-off costs - £78k additional running costs for 2009 - £78k x 50% (balance from increased income streams) for 2010. Total £215k