RNLI/Mike

PEOPLE AND SUPPORTPeopleThe provision of competent crew, lifeguards, other volunteersand staff within an inclusive, diverse, safety-conscious culturePriorities 2012–2016Management and control of headcount> > In addition to our existing headcount controls we have nowincorporated resource management more fully within theplanning process. The aim remains for our expanding levelof activities to be carried out with the minimum possibleadditional headcount.Maximise the supply of talent by more productive useof volunteers> > In 2012 we recruited more people into new volunteeringroles than ever before; exceeding 200 in non-operational orfundraising roles. In order to attract a diverse range of newvolunteers, we continue to promote initiatives that require amix of skills and experience, ranging from short-term projectsto ad hoc roles through to internships.Develop and implement the Inclusion and Diversity Strategy> > We have implemented our Inclusion and Diversity Strategy,focussing on four key areas in 2012: delivering diversitytraining to the senior leadership team; publishing anInclusion Policy; beginning to measure the RNLI’s inclusionand diversity progress through external benchmarking; andmaking an ongoing commitment by incorporating inclusionand diversity into our Organisational Development Strategy.Reduce the number of reportable health and safety incidents> > During 2012 we reduced reportable incidents (year on year)by 54.7%. This headline figure has been supported by asuccessful poster and awareness campaign.Financial ManagementThe provision of financial management and reporting tosupport the operational needs of the institution and toensure efficient use of supporter donationsPriorities 2012–16Meet, or exceed, the targeted return on investments over the5-year period> > The RNLI’s investment policy was last significantly revisedin 2009 and is reviewed annually. This policy seeks to adopta cautious, prudent and well-diversified investment stanceto balance potential return with appropriate risk. The RNLIhas made a return of 9.3% since 2009, achieving positivereturns every year with significantly lower volatility than thefinancial markets.Increase financial awareness across the institution and supportproject management> > The Finance Department has recently restructured toincrease the focus on support and on training non-financialmanagers in financial techniques and disciplines. Thereare now also resources dedicated to developing financialsystems, processes and controls to give better, and moretimely, financial information.Information Systems (IS)The provision of information and communication servicesto support the RNLI in achieving its objectivesPriorities 2012–2016Work with other departments to drive efficiencies and savingsthrough improved use of Information Systems services> > We have continued our partnership approach and jointlydelivered a number of initiatives including an awardwinning RNLI.org website; an online tendering andcontract management system; and a move to greater useof other online materials management systems. Othernotable improvements have been made in reportingboat and equipment defects and the delivery of onlinetraining resources. We have also selected a replacementCustomer Relationship Management system to improve theeffectiveness of our fundraising activity.Review services to ensure optimal fit to RNLI needs and promotesecurity of systems and data> > The departmental restructure reinforced the partnershipapproach with customers to identify requirements andpriorities for IS systems. Specific improvements to mobilesecurity arose from the rollout of Windows 7 and wecontinue to promote security awareness across the RNLIusing a well-received poster campaign backed up by regularface to face contact with user departments.Governance and new initiativesSound governance of the RNLI together with deliveryof new initiativesPriorities 2012–2016Deliver the enterprise-wide continuous improvement programme> > The programme is well established and delivering substantialchange. Behind the headline reduction in running costs there havebeen a further 58 individual workshops in the year to identifybetter ways of working and to deliver tangible improvementsin how we provide our lifesaving service. These range fromwhole department restructures through to local changes inworking practices. Notable successes include: integrating ourlifeboat support function with our estates management teams;delivering cost savings by bringing in-house the maintenance ofcertain all-weather lifeboats; improvements to the purchasingprocess to reduce processing time and improve VAT recovery;and reducing the need for printers and associated support.Introduce the International Development Strategy to make aclear and measurable difference in reducing maritime incidentsaround the world> > Our 5-year strategy is delivering a range of effectiveinterventions. During the year programmes took place acrossAfrica and Asia; including Cameroon, Senegal, Uganda,Mauritius, Bangladesh, India, the Philippines and Thailand.12