Transcript Slide 1
Charity Talks
Sayer Vincent
Improving Support Functions
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
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.
18,750 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
1 paid member of staff to 256 volunteers
Principle that majority of resources go to front line
delivery.
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?
Strategy required a 50% increase in funding
over 5 years.
Keeping focussed - 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.
Support Functions
Human Resources
Finance
Information Technology
Governance & Compliance
Facilities
Event Management
Human Resources
Sorted out the job descriptions
Pay and grading review to set baseline
Staff survey
Staff forum
Management Development Programme
Coaching
Mixed economy
HR team of 3.75 whole time equivalents;
1 Director; 1 Head of Team; 1.75 HR
Officers;
Supports 100 staff and first stage branch
issues;
Supported by Remuneration Committee;
Mixed economy
Use experts such as Croners’ to support key
projects;
External payroll;
Nationally negotiated support contract with
HR Services Partnership (external agency)
for in depth branch level work;
HR is part of People Programme and joined
with volunteering.
Use external coaches to support senior staff.
Finances
Finance Team is 12.5 whole time equivalents;
They manage annual budget of £11m with
oversight of federated budget of £8m;
The portfolio includes planning; governance &
compliance and IT;
Supported by Audit & Risk Committee;
Finances – mixed economy
CASS Business School Students.
Audit graduate students for specific projects.
Planning consultant.
Specialised project managers.
Governance experts (external agencies).
Information Technology
Part of finance team (5 WTE’s);
Supports telephone/email & SMS helpline
technology;
Manages internal General Office systems;
Supports website and intranet;
Supports fundraising systems
Information Technology – mixed
economy
Offsite support for servers related to
telephone helpline;
General Office systems all contained within
building;
Two other providers for email & SMS (soon to
be changed);
Contract for resilience with external provider
to ensure independence.
Governance & Compliance
1 WTE person;
Focus on governance;
Works with external agency such as
Compass to increase capacity;
External Auditors (PKF).
Internal Auditors (Mazaars).
Facilities
4 WTE’s aligned to People portfolio;
Responsible for reception, back office
support; building maintenance; catering;
Mainly internal function but use external
cleaning agency and electricians, plumbers
and decorators;
Seeking to relocate offices and using
specialist property company and Director of
another charity who have just relocated.
Event Management
2 WTE’s;
Developed own event management systems;
Use external contractors for signage and
materials;
Use range of external venues with all
contracts being centrally negotiated;
Why has this worked so far..
Been bold about using proper, tried and
tested management processes but ownership
of different areas held internally;
Been patient – trial and error;
Been brave enough to try new things;
Looked at what others have done to avoid
making same mistakes.
Programme approach
Corporate Plan 2011 – 2014 so planning on
rolling 3 years;
Organised ourselves across 5 programmes
and 33 projects;
Taken time to get to know external providers
of services;
Been clear about who does what;
Not been afraid to change provider and test
the market.
Team effort
Involved trustees in all aspects – really important;
Review regularly and enhance governance
structures;
Utilise volunteer expertise;
Make every penny count but don’t be afraid to invest.
Team effort
Developed a culture of mixed economy;
Managed capacity issues effectively to avoid
getting behind.
Invested in time to get to know external
agencies and providers so that they
understand our needs.
Kept tight parameters on use of external
support to avoid lack of internal expertise.
Samaritans Contact Details