Page 98 - FGLN SC Onboarding Binder 2021

1.3 Strengthen internal systems
1.3.1 A standard process that is used in response to incoming requests for non FGLN work
1.3.2 Standard set of activities and outcomes that staff are reporting on 1.3.3 Regular financial updates reflecting
budget to actual
1.3.1a. Track number and type of non FGLN related calls
1.3.2a. Create a template and vocabulary for reporting related to funding
1.3.3b. Create quarterly budget
Jessica Q4 2019
Ja’Nel Q4 2019
Jessica Q3 2019
Accountable Time*
1.3.1b. Create a tool kit filled with options to offer when you have to say “no”
Danielle
Q1 2020
1.3.3a. Accounting department to create individual line items for each initiative
Jessica
Q4 2019
1.3.4 Staff meetings happen on a regular basis to ensure all staff are current with strategic plan, necessary conditions and initiatives
1.3.4a. Establish meeting agenda and schedules
Ja’Nel
Q3 2019
2. Reserve time, energy and resources for emergent opportunities
Criteria
2.1 Give priority to work that advance scalability, increased reach and collective action
Proof of Success
Action
2.1.1 There is a cushion of flexible funds always available for new opportunities
2.1.1a. Change funding requests from project based to general
operating budget
Ja’Nel
Q3 2019
2.1.1b. Structure budget to include flexible funds in order to say yes to the right projects and initiatives
Ja’Nel
Q3 2019
2.1.2 Ja’Nel is seen and active as a leader in the sector
2.1.2a. Ja’Nel’s workplan includes opportunities to demonstrate sector leadership
Ja’Nel
Q4 2019
2.1.3 FGLN is able to say yes to the right opportunities
All of the above
FGLN Strategic Plan 2019- 2022: Necessary Conditions
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