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An analysis of Oxfam's global expenditure for the fiscal years 2015 and 2016. It includes a breakdown of costs by type (indirect, restricted, and unrestricted) and by expenditure category (staff costs, office costs, equipment, travel, confederation meetings, communications, professional fees, grants, and other). The document also includes notes on specific grants and affiliations.
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Strategic Report
Oxfam is a world-wide development organization that mobilizes the power of people against poverty. Oxfam operates as a confederation of eighteen interdependent Affiliates (the latest of which, Oxfam IBIS (Denmark) achieved Affiliate status in March 2016) that run development programs, campaign for justice, provide humanitarian relief in crisis, raise awareness and generate funds. Stichting Oxfam International (the Secretariat) provides co-ordination and support to the Confederation. Note that this annual report and financial statements deal with the activities of the Secretariat, and not with the results of the wider Oxfam Confederation. Equivalent reports issued by each of the individual Oxfam affiliates are available on their respective websites. Oxfam Annual Reports which summarise the progress made by the whole Oxfam Confederation are available on our website.
Oxfam’s vision is a just world without poverty. Oxfam envisions a world in which people can influence decisions which affect their lives, enjoy their rights, and assume their responsibilities as full citizens of a world in which all human beings are valued and treated equally.
The purpose of Oxfam is to empower people to create a future that is secure, and free from the injustice of poverty. As the secretariat for Oxfam, Stichting Oxfam International (also referred to as “the Secretariat”) exists to facilitate this purpose, ensuring unison in strategy, programs and branding.
Oxfam uses a combination of rights-based sustainable development programs, public education, Fair Trade, campaigns, advocacy, and humanitarian assistance in disasters and conflicts.
Oxfam is an organization that grasps the linkages between the many underlying causes of poverty and addresses them through a combination of hands-on know-how, respected analysis, and persuasive advocacy.
We seek to empower poor people, whether in rich or developing countries, to claim their rights and demand justice from those with power. Progress will depend on women and girls, exercising their rights freely and without discrimination and violence. In all the work we do, we encourage people to find their own path to self-reliance.
We link local to global, and we work with partners at all levels, using alliance-based campaigning, strengthening and empowering local organizations, by helping people where necessary, and by assisting the development of structures that are accountable to and directly benefit people living in poverty.
In pursuit of its purpose the Secretariat will be accountable to all stakeholders, especially those living in poverty. We will be positive, optimistic, and committed, and will reach out to engage and include others.
In March 2013 the Oxfam Confederation launched the Oxfam Strategic Plan 2013-19 (OSP) ‘The Power of People Against Poverty’.
The Plan outlines six goals to change our world: The Right To Be Heard: People Claiming Their Right To A Better Life Advancing Gender Justice Saving Lives, Now And In The Future Sustainable Food Fair Sharing Of Natural Resources Financing Development and Universal Essential Services.
Oxfam directly impacted the lives of 25 million people in 2015-16 through its Advocacy, Campaigning, Long Term Development and Humanitarian work. Over 56% of them were women and girls.
This represents a 20% increase in people benefitting from our work.
The Secretariat and Affiliates achieved this by working together with over 3,200 organizations across the globe, in both funding and non-funding relationships, to achieve shared long-term goals.
The Oxfam confederation is moving towards a co-leading approach that brings together existing affiliates, staff and resources. “Oxfam 2020” is the change process by which Oxfam is transforming how it works in order to be in a better position to achieve its vision and goals. The Secretariat is leading on and co-ordinating enhanced cooperation and communications across the Confederation. Outcomes of the Oxfam 2020 project, such as Shared Services, standardized Management Information Systems (MIS) and harmonized rewards will strengthen not only our global capacity but also that of our Affiliates. To date a number of milestones have been reached, such as the launch of the Global Humanitarian Team (GHT) and the hiring of Regional Directors. We will soon have shared virtual tools, as well as harmonized HR initiatives such as One Oxfam Performance Management System. Resource allocation and income generation tools are being developed to ensure the financial viability of the confederation. By the end of 2018, the Secretariat will have moved our Headquarters from Oxford, UK to Nairobi, Kenya as a part of our strategy to introduce better global balance. Some positions will be relocated to Nairobi.
To improve Oxfam’s external accountability to stakeholders, the Secretariat submitted an interim report to the International NGO Accountability Charter on our progress in improving how our programmes generate, and act on, feedback into their performance. We continued the roll out of common “minimum requirements” for all country offices for monitoring, evaluation, learning and social accountability during each phase of their project and management cycles. We developed partnership improvement plans for country and regional offices and improved support mechanisms (e.g. tools and feedback mechanisms in an online platform).
The Secretariat guided the development and approval of all Oxfam Country Strategies (OCS) during the year. According to an independent review conducted (commissioned by the Secretariat), most of the OCS capture the OSP’s ambitions for greater influencing and program integration. We have identified three key areas for closer monitoring and improvement next year: (1) the need for sharper
role in Africa, starting with agricultural investment, (2) strengthen a culture of learning and knowledge sharing between Oxfam staff in Africa and China, (3) improve coordination between the Secretariat and AU (OI-AU), Oxfams in Africa more generally, and Oxfam Hong Kong on issues of mutual interest, (4) develop work including research, knowledge management, policy development and influencing on issues relating to China and Africa.
We contributed to a surge of media coverage following the rapid prioritization of the Yemen crisis across our Rights in Crisis (RIC) network, using that to call for an immediate end to the violence including via an e-petition. We secured over 12,000 signatures in its first few days.
In June, we ramped up lobby and media work ahead of the Ebola Pledging Conference. Through press releases, advocacy meetings and policy briefings, Oxfam played a significant role in convincing world leaders to commit $3.25bn for the recovery response. This was more money than the Presidents of Liberia, Guinea and Sierra Leone had originally asked.
In August 2015, Oxfam’s Yemen and RiC campaign teams began highlighting the dire consequences of the conflict on people’s food security across the country. UN agencies and donors were positive about Oxfam’s contribution and, the following week, the UN Special Rapporteur on Food and the Humanitarian Coordinator for Yemen responded with its strongest warnings about that issue.
The Secretariat’s Advocacy and Campaigns (A&C) team launched the pan-African Women | Food | Climate campaign in June 2015 at the African Union Summit in Johannesburg. Oxfam and partners participated in a three-day high level gender event attended by gender and development ministers, high level AU officials and development agencies. Oxfam was the only CSO selected to engage, opening public space for women farmers who captivated the audience by calling on governments to support them in the face of climate change. Oxfam and partners held a public event outside the Summit highlighting the importance of women in standing up to act on the effects of climate change on their livelihood. The campaign’s World Food Day video and campaign message reached nearly 7 million people on social media. The video has been watched 1.5 million times and close to 20, people visited our action page.
The Secretariat’s Washington DC office was prominently vocal about the World Bank's Environmental and Social Safeguards review. In November and December 2015, we mobilized country offices in China, India, Bangladesh, and Nigeria to participate in World Bank consultations around these issues, highlighting the importance of securing community land rights and calling on the Bank to honour indigenous communities' right to consent in its projects, among other critical issues including climate change.
Following the killing of Honduran human rights activist Berta Cáceres, Oxfam’s work with partners and allies led to two of the biggest investors in the Agua Zarca hydroelectric project in Honduras announcing they would exit the project. The company supplying the turbines had also suspended its involvement a week earlier. This brings us one step closer to finally shutting down the tainted Agua Zarca project, which Cáceres was murdered for opposing.
Finally, planning for the Ending Violence Against Women and Girls Campaign (EVAWG) started during 2015-16 and will launch publicly in November 2016, with 10 days of global activism.
The Secretariat led the launch of Oxfam's public communications on the new European migrant campaign and the United Nations Conference of Parties (UN CoP) climate change summit, including celebrity support from its 'Global Ambassador' program. It led the public engagement for Oxfam's El Nino response across more than 20 countries and ensured extensive media and social media
outreach internationally throughout the year, particularly around the crises in Syria and Yemen, and on tax havens. The Secretariat also delivered a cross-confederation protocol that underpins our "public engagement" for future humanitarian crisis responses under the new Global Humanitarian Team.
Following previous years’ successes at the World Economic Forum in Davos, where Oxfam has secured “viral” global coverage in three consecutive years about the injustice of extreme economic and the impact on the lives of people in poverty, in 2016 Oxfam Affiliates and their teams including the Secretariat achieve impressively large levels of global media exposure and social media reach. However this year we were also able to turn this profile into a moment to engage supporters worldwide, asking them to sign up to “end the era of tax havens” and contribute financially to Oxfam’s work. The Secretariat initiated, coordinated and supported other teams to develop Davos into a genuine global public engagement moment. Through this integrated approach, Oxfam doubled last year’s media coverage and achieved (an absolute minimum of) 5,000 media hits spread over at least 93 countries. This included exceptional pick up in Oxfam’s grow markets: Germany, France, Italy, China, Mexico, South Africa, India, Brazil and Denmark. The social media reach was in the hundreds of millions. Within one week alone, over 110,000 people globally signed up to “end the era of tax havens” which is ten times more than last year. Various Oxfam Affiliates welcomed thousands of new donors and the Oxfam report “An Economy for the One Percent” dominated the discussion at the World Economic Forum.
The Secretariat also coordinated a global Digital Engagement Strategy, including a digital KPI framework for global outcome recording, benchmarking and to gather meaningful data that can be acted upon. KPIs are being completed regularly by affiliates and will now form the core of our global reporting on digital for public engagement.
We also launched the Cambodia.oxfam.org country site and finalised the framework for building websites to support program countries which enables us to launch sites more frequently and strategically in 2016/17. Four new sites have since been launched to support country level change goals in Kenya, Vietnam, Philippines and Nepal. We are now finalising regional engagement websites for South East Asia and Middle East and the Commonwealth Independent States (MECIS).
Oxfam teams responding to the 2015 Nepal earthquake, coordinated from the Secretariat, geared their public engagement by consciously strengthening the integration of media, social media, marketing, fundraising and supporter communications. As a result, affiliates raised €40.2m, including €27.5m from public donations, and recruited more than 95,000 new donors. In most countries, Oxfam was “first-to-market” in public appeals, which were backed up by nearly 12k online news articles worth $145m in advertising-value equivalent. In reviewing Oxfam’s humanitarian crisis responses over the last 10 years, Nepal was one if not the most successful ever in engaging public audiences. The Secretariat led a confederation-wide evaluation of Oxfam’s “public engagement” which highlighted both the reasons for our Public Engagement success and the areas were further improvements will be implemented in the future.
The Secretariat also raised (through Oxfam.org) $2.35 million in income both via affiliates and directly. There were 600,000 user actions on the site. Traffic to country pages has increased from 35, users in 2013 to 600,000 users in 2015.
The Secretariat successfully conducted “stress testing” with donors to ensure understanding and acceptance of the new One Oxfam Model. We approved the overall Institutional Funding model, including Indirect Cost Recovery (ICR) policy, developed the Home and Non Home donors concept, and approved guidelines for IF management in Transition as well as new bidding rules in the new model.
During the year we conducted an extensive restructuring of the Secretariat in order to align our capacity to deliver the Secretariat's revised mandate; to provide leadership, coordination and facilitation to the confederation as a whole, and to provide individual support to Affiliates where needed. This resulted in a new configuration of departments and new roles, while considering cultures and ways of working. Part of the re-structuring also included a redesign of the HR department to move towards HR Business Partnering.
We also introduced Secretariat internal policies such as Continuous service policy, Maternity and Paternity leave provisions, as well as new Redundancy and Flexible Working policies.
From a One Oxfam perspective, we were involved in the move to one Global Humanitarian Team (GHT) and phase 1 of the Pan African Programme (PAP) change process. We also completed the design and implementation of the new One Oxfam Performance Management Process.
Public Benefit
Stichting Oxfam International (the Secretariat) is registered as a not-for-profit Stichting (Foundation) in The Hague, Netherlands, it is not a registered charity in the UK, however the trustees have chosen, voluntarily, to comply with the UK’s ‘Accounting and Reporting by Charities: Statement of Recommended Practice 2015 based on FRS 102 (‘the SORP’). Specifically, they have chosen to comply with the requirements of the SORP as regards to the financial statements and the notes to the financial statements. The trustees therefore have a duty to report in the Trustees’ Annual Report on the Secretariat’s public benefit. They should demonstrate that:
They are clear about what benefits are generated by the activities of the Secretariat. This report sets out the activities carried out directly and indirectly to further the goals laid out in the Oxfam Strategic Plan, the types of programmes supported and funded.
of work; Advocacy & Campaigns, Public Engagement, Humanitarian and Global Programme Development, Confederation Development including Oxfam 2020, is related to and intended to further Oxfam’s objectives either directly or indirectly through the support and development of the Affiliates; The Right To Be Heard: People Claiming Their Right To A Better Life Advancing Gender Justice Saving Lives, Now And In The Future Sustainable Food Fair Sharing Of Natural Resources Financing Development and Universal Essential Services.
The Trustees confirm that they have taken into account the guidance contained in the Charity Commission’s general guidance on public benefit where applicable and confirm that the Secretariat meets the public benefit requirements.
Financial Review
The Trustee Annual Report and Accounts for the year ended 31 March 2016 is the first year that the Secretariat has prepared its accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the FRS102 Charity Statement of Recommended Practice (SORP). This has not had a material effect on the timing of the recognition of the Secretariat’s income and expenditure, but has required an accrual for unused holiday pay and the subsequent restatement of the prior year expenditure and opening balances. The most notable changes are to the presentation and disclosures in the Statement of Financial Activities and the accompanying notes to the accounts.
Total income for the year to 31 March 2016 increased by nearly 52%, over £6m on the year to 31 March 2015. The increase in income is due mainly to the introduction of the Oxfam 2020 contribution with a base rate of 1.3% of affiliate income, this raised £5.9m compared to contributions in the year to 31 March 2015 that totalled £0.6m.
Total expenditure for the year to 31 March 2016 increased by just under £4m on the year to 31 March
Net income for the year ended 31 March 2016 was £1.7m (2014-15 net expenditure of £0.2m), the majority of which; £1.5m can be found within the Oxfam 2020 Designated fund carried forward at 31 March 2016.
The advantage of using a mixed approach for the Secretariat’s Board Contingency Fund is that it recognizes that no one single criteria can fully address factors which are completely outside of the control of the Secretariat.
The Secretariat’s income and expenditure continue to rise as it adapts to its increasing role of leading and co-ordinating the Oxfam 2020 Plan, it will take time to increase the Board Contingency Fund to the levels identified in the Reserves Policy. When preparing the Secretariat’s annual budget each year, OIMT will propose to add funds to the Board Contingency Reserve (and in the future release the funds as appropriate) following a revaluation of the risks outlined above, as well as considering new risks and responsibilities. It is envisaged that the Board Contingency Reserve should reach the required level by March 2018. The Trustees consider that the financial health of the Secretariat remains satisfactory.
The UK vote to leave the European Union will have immediate and medium to long-term implications for the finances and work of the Secretariat.
The immediate effect of “Brexit” will not be as significant for the Secretariat as it is likely to be for Oxfam Great Britain or the European Affiliates because the Secretariat receives its funding in multiple currencies; 2015-16 breakdown was approximately 19.5% USD, 34% EURO and 46.5% GBP. The Secretariat’s Reserves Policy sets out the following measures adopted to minimise currency conversion risks:
incoming cash flows and outgoing cash flows in the same currency.
always consider in their budgets possible gains/losses with regards to currency.
The mid to long-term impact will be as a result of the possible effects on Oxfam Great Britain and the European Affiliates, and their ability to meet the annual levy. The affiliate levy formula is based on a rolling three year average which will enable the Secretariat to scale back on activity to meet any reduced funding arrangements. If any one or more of the affiliates are unable to fully meet the agreed Affiliate Levy, the Secretariat’s Reserves Policy details the approach that would be used in such circumstances.
Risk Management
The Secretariat’s Executive Board and Board of Supervisors are ultimately responsible for the organisation as a whole, however risk owners within the Oxfam International Management Team have been identified to ensure risk is clearly integrated into regular management activities and ways of working. The Secretariat is accountable to many stakeholders including its beneficiaries, the Government, supporters, customers and suppliers. It is important that the entire confederation shares the risk appetites to build and maintain the trust of Oxfam’s stakeholders, protect Oxfam’s brand and reputation, drive innovation, support program delivery and strengthen advocacy. Striving for continuous improvement, the Secretariat will periodically evaluate its risk appetite and may adjust levels of tolerance or thresholds to reflect the organisation’s strategic priorities based on learnings from experience.
The ultimate goal of Oxfam is to end the injustice of poverty. That will not come without taking risks from a strategic perspective. The Secretariat has developed the Oxfam Strategic Plan, a detailed and
bold strategy that includes organisational changes necessary to meet its near and long term goals. The objectives set out in this plan must be ambitious to prompt global change, however Oxfam must be able to deliver on its goals and objectives in order to justify its existence and instill trust in its stakeholders. It is important to acknowledge that strategic risk has many variables and external factors to handle, therefore only a certain portion of these risks can be anticipated, identified, and prevented proactively. It is for this reason that strategies at all levels need to be flexible and agile to allow for change, as this is how success will be achieved.
As the confederation grows, it is critical that strong assurance measures to be in place to mitigate the risk of bringing on new affiliates and continuing to operate in fragile countries. Adequate resources will need to be in place to support the robust strategies, and alignment at all levels from the Secretariat to the Countries will be key to executing the strategic plan effectively.
The Secretariat has identified ten key risk areas: Strategic, Financial, Public Fundraising, Program, Reputational, Fraud and Corruption, Compliance, Information Systems, Security and Human Resources. For each of these areas, the Secretariat produces a risk appetite statement which provides the basis for setting acceptable levels of risk tolerance and thresholds which should be instilled into decision-making across the Secretariat and the confederation, so that risk management is integrated into daily processes, contributing to the development and implementation of mitigation mechanisms and additional controls which are needed to balance the risk appropriately.
A resolution proposing the appointment of PricewaterhouseCoopers LLP as Stichting Oxfam International’s auditors was passed by the Board of Supervisors on 22 November 2016.
Structure, Governance and Management
Stichting Oxfam International (the Secretariat) is registered as a not-for-profit Stichting (Foundation) in The Hague, Netherlands and is governed by a written constitution (registration number 41159611).
The Secretariat is also registered with Companies House in the UK as a branch of an overseas company under number FC
The principal office of the Secretariat is registered at Oxfam House, John Smith Drive, Oxford OX 2JY, United Kingdom.
The Secretariat operates four advocacy and campaigns offices, in Brussels, Geneva, New York and Washington DC, and manages the Oxfam International African Union Liaison (OIAU) office which promotes the vision and activities of Oxfam with the African Union.
Oxfam is an international confederation comprising 18 Affiliates and the Secretariat, working together with partners and local communities in more than 90 countries.
Affiliates are organizations which subscribe to the objects of the Secretariat, and which have been entered in the Register of Affiliates in accordance with the Secretariat’s Constitution.
As part of the preparations for entering Oxfam as an Affiliate, prospective Affiliates are awarded Observer Status, which enables them to appoint representatives to attend (but not to vote at) meetings of the Executive Board and Board of Supervisors.
Oxfam America Oxfam Australia Oxfam-in-Belgium Oxfam Canada Oxfam France Oxfam Germany Oxfam Great Britain Oxfam Hong Kong Oxfam IBIS (Denmark) from March 2016 Oxfam Italy Oxfam Intermón (Spain) Oxfam India Oxfam Ireland Oxfam Japan Oxfam Mexico Oxfam New Zealand Oxfam Novib (Netherlands) Oxfam Québec.
The Secretariat’s main source of income is contributions from these Affiliates.
Oxfam South Africa Oxfam Brazil
Responsibility for governance is legally and constitutionally vested in two bodies; the Board of Supervisors and the Executive Board (the meeting of the Executive Directors).
The Secretariat is managed by the Executive Board, which is charged with organising the jointly agreed common activities of the Affiliates, with a focus on delivering the Oxfam Strategic Plan, managing the risks to the Confederation, and managing the accountability of the Confederation.
The Executive Board is chaired by the Executive Director of Oxfam International who is appointed by the Board of Supervisors. The Executive Board is charged with the management of the Secretariat. Members of the Executive Board are the chief officers of the Oxfam affiliates and the (non-voting) observer bodies. The Executive Board is constitutionally accountable to the Board of Supervisors. To enable that task the Executive Board regularly updates the Board of Supervisors on its work and informs the Board of Supervisors of any significant matters of which it becomes aware, relevant for the overall well-being of Oxfam and the common interest of the Affiliates.
The Executive Board meets at least twice a year in face to face meetings, and also schedules regular teleconferences to manage its business.
Scrutiny and oversight of the work of the Confederation on behalf of the Executive Board is delegated to the following committees:
o Operational Committee o Public Engagement Committee o Confederation Development Committee o Long Term Development and Knowledge Committee o Influencing Committee o Humanitarian Committee.
The activities of the Executive Board are supervised by the Board of Supervisors. Apart from the Chair, and the Treasurer (if independent), the members of the Board of Supervisors are the chairs of the Affiliate Oxfam Boards. The duties of the Board of Supervisors as defined in the constitution comprise of: approving the reports, policies and programmes of the Executive Board and the Secretariat; adopting the annual financial statements of the Secretariat; approving Oxfam’s purposes and beliefs, and approving the Oxfam Strategic Plan prepared by the Executive Board. In performing its duties, the Board of Supervisors is supported and assisted by constitutionally mandated committees who work under its supervision.
The Finance, Risk and Audit Committee focuses on oversight of the Secretariat’s fiscal responsibility, including review of the financial statements, monitoring of financial risks and compliance. Additionally,
The trustees are responsible for preparing the Annual Report (including the Strategic Report) and the financial statements in accordance with applicable law and regulations.
Company law requires the trustees to prepare financial statements for each financial year. Under that law, the trustees have prepared the financial statements in accordance with United Kingdom Accounting Standards, comprising FRS102 “ The Financial Reporting Standard applicable in the UK and Republic of Ireland”, and applicable law (United Kingdom Generally Accepted Accounting Practice). Under company law, the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of Stichting Oxfam International (the Secretariat), of the incoming resources and application of resources, including the income and expenditure. The trustees have chosen, voluntarily, to comply with the UK’s ‘Accounting and Reporting by Charities: Statement of Recommended Practice (FRS102) (the SORP). Specifically, they have chosen to comply with the requirements of the SORP as regards to the financial statements.
In preparing these financial statements, the trustees are required to;
select suitable accounting policies and then apply them consistently observe the methods and principles in the Charities SORP; make judgements and estimates that are reasonable and prudent; state whether FRS102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” has been followed subject to any material departures disclosed and explained in the financial statements prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Secretariat will continue in business.
The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Secretariat’s transactions and disclose with reasonable accuracy at any time the financial position of the Secretariat and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Secretariat and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the Trustees are aware: there is no relevant audit information of which the Secretariat’s auditor is unaware; and they have taken all steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the Secretariat’s auditors are aware of that information.
The trustees are responsible for the maintenance and integrity of the Secretariat’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
The Secretariat employs a multi faceted approach to keeping staff and volunteers informed and involved in its work and conditions of employment. Details regarding Secretariat & Global HR Teams can be found on Sumus (soon to be replaced by Compass), Oxfam’s online content management system. On the site, staff and volunteers can “meet the teams”, find policies and procedures and previous communiques (many of which are available in Oxfam’s three languages: English, French and Spanish).
Management and staff negotiate pay, terms and conditions of employment through the Staff Forum Leadership Team, details of which and previous communications can also be found on Sumus.
The Secretariat has limited access to volunteers recruited by Oxfam Great Britain and they tend to work for limited periods of time. Often volunteers will be interns, with a view to finding permanent employment within the Secretariat or the wider Oxfam family (interns in the US are paid staff).
Office Catch Ups are held fortnightly at Oxfam House and less formally at the five overseas offices. Monthly “Oxfamily” updates are shared by the Internal Communications team as well “OI weekly” from the Executive Office. Regular updates from the Public Engagement and Advocacy & Campaigns teams give more in depth information. Facebook at work is gradually being rolled out at the Secretariat and throughout the wider confederation.
All managers are expected to hold regular team meetings as well as individual one to one meetings, where staff can keep up to date with progress within the wider team and other departments as well as have the opportunity and be encouraged to raise any concerns or contribute to workplans and access training and development opportunities.
