Gallanach Charity Services

19 September 17


It’s a tough time for charities. Income generation is increasingly difficult and competition is ever fiercer.  The long period of austerity has greatly increased demand for charity services but the resources to deliver these are more difficult to find.

Against this backdrop, charities must be focused on what it is they want to achieve.  They must also ensure they are productive and competitive whilst never losing sight of their purpose and values.

Our service to charities supports senior leaders to put in place all the elements that build successful futures but also minimise the risk of failure.

Contact us here to find out more.

1. Board Development and Evaluation

Did you know the Charity Governance Code states:

“The board reviews its own performance and that of individual trustees, including the chair. This happens every year, with an external evaluation every three years. Such evaluation typically considers the board’s balance of skills, experience and knowledge, its diversity in the widest sense, how the board works together and other factors relevant to its effectiveness”

An effective Board is an essential part of the overall success of a charity.  We provide a range of service to charity boards to aid reflection on their effectiveness and support improvement.   These include:

Governance Review

Comprehensive review of your governance arrangements including the suitability of the governing document, board and sub-committee structures, decision making processes, risk management, schemes of delegation and an assessment against the charity governance code and best practice.  From this, we can make recommendations and plans for improvement.  We can also support the implementation of recommendations and plans.

Board Performance

We help boards to carry our performance reviews of the whole board and of individual board members.  The aim of these reviews is to identify areas of performance improvement, collectively and individually, to improve the quality of board leadership as a whole.  We will recommend actions for improvement and can support their delivery through, for example, skills workshops, individual and team coaching.

Board Facilitation

We are experienced at facilitating board workshops and away days, covering subjects from strategy development to improving board dynamics.  We adopt a high support, high challenge approach to our facilitation, bringing our experience and knowledge into the discussion where appropriate and guiding the board towards the necessary actions.

Development Support For Chairs and Trustees

We can provide coaching and mentoring for individual board members to support their personal and performance development goals.  We can also provide practical skills and knowledge-based support for both new and experienced directors such as at induction or following a board performance review.

2.  Leadership and Management Development

We design and deliver leadership and management development programmes for all levels of leadership in charities.  These are aimed as supporting achievement of the vision and strategy for the charity through developing the skills, knowledge and behaviours of leaders. These range from long term leadership development programmes through to individual workshops on specific areas of management skills.

Our approach is to work closely to identify the development support that will work most effectively, co-design the structure and content, deliver with the aim of making the development sustainable and evaluating the overall effectiveness of the work.

3. Creating Vision, Mission and Values

Most charities have a clear sense of what it is they want to achieve. However, many have not turned this into a crystal-clear vision, mission and values.

Successful organisations have a distinct vision for their future, a mission that sets out how they will do it and values that define the behaviours required from their people.

We help charities to create:

  • a vision that sets out a compelling and achievable future for their organisation and beneficiaries;
  • a powerful mission that defines how they will operate; and,
  • the values and behaviours their people must exhibit to achieve success.

4. Strategy Review and Development

Charities understand the importance of strategy. Even so, many struggle to fully evaluate their strategic options in light of the changing word around them. Many more don’t execute them well.

We live in challenging times which means charities must have strategies in line with their vision but that also reflect the realities around them.

We support charities to:

  • carry out strategic reviews, consider strategic options and help boards select the right one;
  • create plans to deliver and monitor strategy; and,
  • implement strategic options such as turnaround and merger.

5. Merger and Turnaround

Too often, charity mergers result from financial distress or operational difficulty. Merger should be seen much more as a strategic choice to preserve the purpose of the charity.

If identified early, future problems can be minimised through a turnaround plan thus avoiding the pitfalls of insolvency.

We work with charities to:

  • advise on merger as a strategic option;
  • manage a merger plan from selection of targets to completion of the merger;
  • creation and delivery of turnaround plans.

6. Organisational Development

Good governance, inspirational leadership, clear vision and a sound strategy are all necessary for success.  But without people in the organisation working effectively and productively together to a common set of goals, that success will not be achieved.

We support charities to design organisational development strategies that;

  • ensure people have clear, relevant goals and achieve them;
  • improve individual and team performance;
  • ultimately build a committed and productive workforce with the right culture and able to deliver strategy.

 Contact us here to find out more.

WHAT PEOPLE ARE SAYING ABOUT US

Whilst working as a Partner at Foot Anstey, I worked with Norman on a number of projects, including a complex negotiation on a £multi-million, multi-stakeholder local authority contract. The whole collaboration benefitted from the fact that Norman knows how to listen to others and when to speak and act, and was always quick to grasp the technical detail of (often complex) issues and hone in on pragmatic, viable solutions. I can unequivocally say that whomever Norman works with is lucky to have his attention and his insights.  The fact that he’s a nice guy on top of that is a welcome bonus!

Al Goodwin – Head of Commercial, SC Group-Global Ltd