TimeBank grew out of an initiative to raise awareness of volunteering across the UK. Since its inception in 1999 it had developed from a single campaign organisation into one that not only was involved in awareness raising but also in proactively developing innovative volunteering projects with government, NGOs and commercial organisations. The senior management team wanted to consolidate the advances TimeBank had made and to take it to the next stage of its development, enabling it to be clearer about its ambitions, take greater control of its own destiny and become more independent.

J Hill Associates was commissioned by TimeBank via Community Action Network (CAN). As part of its Breakthrough programme, CAN had worked with TimeBank to develop a business plan outlining financial growth plans over the coming 3 years and to secure funding for organisational development from Permira, an investment bank. The next step was to develop a strategy to achieve the planned growth whilst at the same time developing an exciting vision for the TimeBank of 2010. Jacqueline worked with the management team to develop a vision of TimeBank 'beyond the numbers' i.e. how the organisation would look and feel and what it would be like to be involved. They also looked externally at the likely changes to affect TimeBank in the coming years and the stakeholder relationships that would need to be developed. These inputs enabled the management team to develop the key themes for its future work and to identify strategic goals for each area year-on-year to 2010. At each key stage meetings were held with staff and trustees to elicit their views and generate engagement and excitement for the future vision of TimeBank. One such meeting looked at current TimeBank projects and how they contribute to the strategic goals. This provided staff with a sense of a connection to the past coupled with a stake in the future and a clear understanding of where new developments were needed to achieve Vision 2010. Another workshop elicited staff views on what had to change internally in order for TimeBank to achieve its strategic goals e.g. work processes, people management, leadership, culture, reward and recognition, structure, roles and skills. By the end of the strategic planning stage, TimeBank was in a position to connect its strategy back to its financial plans and to develop operational plans to make it a reality.

• TimeBank now has clarity about its future and is in a position to be more in control of its own destiny and independence.
• The process built on the existing strengths and successes of TimeBank, creating a sense of excitement for and confidence in the future.
• An aspirational vision was backed by financial and practical operational plans.
• An overall view of the process and a staged approach enabled TimeBank to be clear about their achievements, the next steps and to manage the process according to their own needs and timescales.
• The views of employees and trustees were taken into account generating a sense of ownership and excitement in the strategy.
• The management team have acquired strategic planning skills and experience.

Moira Swinbank, Chief Executive commented, "The biggest lesson so far is not to be afraid to strip back to basics and uncover what we are really about."