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Charity Talks

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

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Charity Talks

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  1. Charity Talks Getting Your Strategy Developed and Implemented The journey so far………. Catherine Johnstone CEO Samaritans

  2. Our Founder Chad Varah

  3. 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)

  4. Vision & Mission Vision Fewer people die by suicide Mission To alleviate emotional distress and reduce the incidence of suicidal feelings and suicidal behaviours

  5. 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.

  6. Values • Listening • Confidentiality • People making their own decisions • Non judgemental • Human contact

  7. 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.

  8. 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’.

  9. 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.

  10. 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).

  11. 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?

  12. 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.

  13. 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.

  14. 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.

  15. 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.

  16. 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!

  17. 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.

  18. 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)

  19. 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.

  20. 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.

  21. Just ordinary people doing extraordinary things..

  22. Samaritans Contact Details

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