Transcript Catherine Johnstone's Presentation

Charity Talks
Getting Your Strategy Developed and
Implemented
The journey so far……….
Catherine Johnstone
CEO
Samaritans
Our Founder
Chad Varah
Samaritans Journey
 Set up in 1953
 Founded by Chad Varah
 Federated structure with Central Charity as
coordinating body for the 201 Samaritans
branches (separate charities) across UK &
ROI
 161 Centres internationally operating under
Befrienders Worldwide (BW)
Vision & Mission
Vision
Fewer people die by suicide
Mission
To alleviate emotional distress and reduce the
incidence of suicidal feelings and suicidal
behaviours
What do we do?
 We provide confidential, emotional support by
telephone, email, SMS, letter and personal
visit.
 We provide range of outreach services
including prisons, schools, hospitals.
Values
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Listening
Confidentiality
People making their own decisions
Non judgemental
Human contact
Governance
 Volunteer led organisation.
 Board of Trustees (15) of whom majority are
active listening volunteers (11).
 Council of Samaritans – 234 members.
 18,500 highly trained volunteers deliver 24
hour services.
 100 paid staff at head office (General Office).
 Range of support volunteers offer support for
non listening duties.
Strategy
 New Strategy
‘Taking a lead to reduce suicide 2009-2015’
 Published Sept 2008 with go live April 2009
 Took 2 years to develop.
 Real step change for the organisation.
 Passive, below the radar to proactive and
wanting to take a lead.
 Positioning as ‘expert agency’.
Strategy Development
 Federated nature of organisation meant long
time to develop new strategy.
 Key that all branches and volunteers were
consulted and engaged in process.
 Hugely differing views on way forward.
 Consensus decision reached in June 2008.
 Go live date set for 1 April 2009.
Implementation
 Step change meant back to basics
 Organisation been very modest (below radar)
 Done same thing for decades and cultural
change very challenging.
 Recognised need for new approach.
 New CEO appointed Feb 2009
 Set approach out in 1 year getting started
plan (corporate plan 2009-2010).
Implementation
 Split strategy into phases which happened
naturally
 Year 1- getting ready (Fit 4 Purpose)
 Years 2-5 – Making it Happen.
 Year 6 – What next?
Organisational Outcomes
Identified 6 key outcomes;
 Reach more people.
 Alleviate serious emotional distress.
 Become a knowledgeable organisation.
 Positively impact upon public policy.
 Influence service provision.
 Improve public awareness.
The processes
Year 1
 Huge resistance to ‘Corporate/management
speak!’
 Introduced structure and tangible products
and activities.
 Gathered lots of data and increased
organisations evidence base.
 Increased understanding within organisation
of the change in approach.
The successes – Year 1
 Board of Trustees adopted more structured
planning approach which led to a 3 year
corporate plan 2011-15.
 Spent far more time on prioritisation and
focus of activities.
 Increased investment in fundraising.
 Increased research capability and capacity.
 Embedded the new strategy across the
federated organisation with high degree of
success and recognition.
2011-2015
 3 year corporate plan.
 New management processes developed and
implemented at Head Office.
 Completed governance review and streamlined
existing arrangements.
 Moved to working across 5 programmes to avoid silo
mentality and offer clarity of activity.
 Began implementing evidence based
programmes/projects.
 Shifted culture to put Callers at the heart of what we
do.
Challenges
 One strategy, one voice, one national service model
and 202 separate charities…..
 Very varied workforce with hugely differing
perspectives on the organisation.
 Increasing impact of devolution across separate
nations/jurisdictions requiring more flexibility of
approach without diminishing impact of national
outcomes.
 Governance model (volunteer led) significantly
increases time to make change.
 Increasing funding to meet the strategies aspirations
in an economic downturn interesting!
The successes so far..
 Increasing our own understanding of the
organisations strengths and weaknesses and
addressing these collectively.
 Increasing our own capacity to deliver more
services and meet the increasing demand.
 Significantly increased profile of organisation.
 Taking a lead in England, Scotland, Wales
and Ireland in suicide prevention.
 Increased income and strengthened pipeline.
The successes so far..
 Volunteer and staff retention increased.
 Developed and delivered £5m partnership
with Network Rail to reduce suicide on the
railways (year 1 saw 11% reduction)
 Negotiated 3 year contract with prison service
to provide consistent service.
 Secured free to caller short code number
(116123) and piloted in 2 regions.
 Nominated for 11 Awards in 2011 (a first for
Samaritans)
Why has this worked so far..
 Put callers back at the heart of what we do
and it is what we all have in common…..
 Stayed on mission but just articulating it more
clearly.
 Forced us to focus on what is important to
achieve our vision.
 Prioritised activity and been realistic about
doing fewer things better.
 Reached outside of the organisation and
working better with others.
Why has this worked so far..
 Been bold about using proper, tried and
tested management processes but softened
the language and approach to fit with culture.
 Been patient.
 Been brave enough to try new things.
 Been confident in the value of what we do
and our 57 years of experiences.
Just
ordinary people
doing
extraordinary things..
Samaritans Contact Details