I am going to copy in one of the MSF UK / IE goals for 2020-2023. Please act as a risk assessor. Review the strategy post-pandemic. Provide a detailed overview of the key risks you identify and create a risks table for these. Suggest potential mitigations. Goal 2: IGNITING CHANGE AND ENABLING ACTION Vision MSF UK/IE’s supporters value humanity and act on their desire to help crisis-affected people by participating in MSF’s work. We attach great importance to our diverse, committed supporters, who trust MSF as an organisation of impact and integrity. The support MSF UK/IE receives from our donors is essential to our work and we have processes in place to nurture and develop this. MSF UK/ IE will broaden its understanding of what it is to be a supporter and recognise that support for MSF’s activities will take many forms and come from many different sources. How supporters engage with MSF UK/IE can change over of the course of their lives. We want people to travel with us on a ‘Journey of Support’, where they connect with different parts of the organisation at different times, in the way that best suits them in that moment. To capitalise on the desire from our supporters to contribute to our work in meaningful, non-financial ways, we will develop a bold model of engagement and activism that empowers our supporters to act as conduits for change. They will be ‘change agents’; amplifiers of our messages, the voices of our patients and their communities. By 2023, MSF UK/IE will have a supporter strategy built on proven engagement activities to enhance supporter retention and capitalise on the actions of our current supporters, while identifying opportunities to engage new groups. Our strategy will be appropriately resourced, integrated and reinforced by internal processes and systems. We will ensure that our efforts complement initiatives across the movement, adding value to MSF’s wider operational objectives. 1 Engagement opportunities MSF UK/IE has a strong, diverse supporter base. A wide range of ways for our supporters to engage with MSF already exists, including pro bono partnerships, the MSF UK/IE Association, Friends of MSF (FoMSF) groups, the Take Action for Refugees and Migrants group, and donor events. At present, MSF UK/IE is not set up to fully capitalise on all the types of support available. We need to build our capacity and expertise, so that we can engage with and develop our supporter base and new supporter groups. We will draw on resources and experiences from within our offices and across the wider MSF movement, while building systems and processes within MSF UK/IE. This will ensure that all Journeys of Support are properly mapped and coordinated, and that each supporter is developed to reach their potential, increasing our income and amplifying our voice and the voices of our patients and their communities. Objective MSF UK/IE will have clearly mapped Journeys of Support for all our supporter groups, empowering them to remain engaged with our work. Key results • Every year from 2021, our absolute number of supporters will have increased by at least 10%. • By the end of 2021, MSF UK/IE will be able to determine a value for pro bono contributions as part of annual expenditure and will be able to set an annual target. • By the end of 2023, at least 30% of members of selected supporter groups will have expressed and acted on another form of support. • By the end of 2023, the overall retention rates within selected supporter groups will have improved by at least 5% from baseline. 2 Advocacy and activism We have several successful interdepartmental and Association-led actions that provide our supporters with opportunities to get involved with MSF UK/IE in non-monetary ways. For example, the 2019 petition protesting the UK government’s policy towards Libya, which was led by the Programmes and Communications teams and the Take Action group, and driven by members of the Association. MSF UK/ IE needs to have a range of well-defined non-monetary opportunities available to supporters, enabling them to better engage with advocacy actions. Over the strategic period, our goal is to become more focused and courageous, and better coordinated around specific actions that involve mobilising our supporters, though we are not aiming to become a campaigning organisation. We will develop better ways of working with external campaigning organisations, and partner with them where this helps to raise the visibility of our messages. Our advocacy and activism will be rooted in MSF’s movement-wide operational priorities, adapted to the UK/IE political climate and domestic supporter groups. Objective MSF UK/IE supporter groups are actively involved in and contribute to a range of advocacy and activiststyle initiatives, which will enable MSF to speak out with a greater voice and successfully effect changes in policy and public opinion that impact the people we assist. Key results • By the end of 2022, at least 30% of MSF UK/IE supporters (who have indicated their willingness to act as an ‘MSF change agent’) will have participated in a call to action. • By the end of 2023, 75% of supporters (who have indicated their willingness to act as an ‘MSF change agent’) will participate, at least once per year, in an MSF advocacy-led call to action. • In each year of the Strategic Direction period, at least one campaign will have had a discernible impact on political/public discourse or policy. 3 Organisational set-up and systems MSF UK/IE will need to have the correct infrastructure and systems in place to ensure we can broaden supporter engagement opportunities and develop and maintain effective supporter journeys. We need to be more resourceful and innovative with the tools we have, more open to testing new methods and better at collaborating between departments to fully engage all our supporters. We will explore and integrate new approaches and tools, including digital media, into the ways in which we interact with our supporters. Cross-team collaboration will be essential to realising the vision of this Strategic Direction goal. Our current approach, which has been reactive as opposed to proactive, has given us some successes, but it will have to be expanded much further if our ambitions for teams from both the London and Dublin offices are to be realised. Interdepartmental working, combined with effective tools, will improve and maximise our supporter interactions, and broaden the opportunities for supporter engagement. This theme has an interdependency with the Ways of Working Goal. Objective MSF UK/IE will have the technology and appropriate structures in place to maximise our engagement opportunities with existing and future supporters. Key results • By the end of 2023, a comprehensive database will have captured 100% of available data on our supporters and their mode(s) of engagement with MSF. • By the end of 2023, 90% of staff involved will have responded that organisational set-up and systems are appropriate and fit for purpose to optimise supporter engagement. • By the end of 2023, more than 70% of supporters will have positively responded that the tools provided by MSF UK/IE fit their needs and the ways in which they want to engage with MSF’s work. 4 MSF’s public voice MSF UK/IE’s medical humanitarian work, and our distinctive voice, principles and values are the drivers of our support. With media attention currently elsewhere, populist narratives fuelling anti-migrant and anti-international aid sentiment, and a competitive fundraising environment, it is particularly important to build on positive perceptions of MSF, among the public as a whole and in key segments of society. We must ensure that both our communications and fundraising efforts are built on our distinctive identity, conveying an honest, transparent and balanced account of MSF’s work, our dilemmas and our convictions. A common articulation of our distinctive identity, across the breadth of channels through which we reach both potential and existing supporters, will be mutually reinforcing to our awareness and support. Objective More timely and impactful communication on key medical humanitarian crises. Collaborative communications, operations and fundraising efforts increase support from targeted groups within society. Key results • By the end of 2023, MSF UK/IE will have generated a demonstrable increase in ‘Share of Voice’ assessments that will be taken from four key contexts when compared to the baseline. • By end the of 2023, MSF UK/IE will have increased engagement with five key segments of supporters when compared to the baseline.