the challenge

Our client was a regional charity that had stagnated over the previous five years. Under the leadership of a new CEO our client had won more funding and contracts but wasn't achieving their service level agreements (SLAs). The processes were in place but managers were struggling to cope. Funding was in danger of being withdrawn.

as a result of our work

Service Level Agreements were achieved
Funding was renewed
Turnover increased by 21% the following year
Staff and volunteer morale improved (as indicated by the staff survey carried out) and retention increased
More people benefited from the key service this charity delivered

what we did

We identified the key issues required to support the managers to 'manage' rather than 'react'

We then developed a Management Development programme for the management team of 10 which focused on:
- prirotising work
- 'managing' rather than 'doing'
- time and talent management
- delegating, training and coaching their staff and volunteers
- performance management and holding staff accountable
We coached some members of the senior Leadership Team

We facilitated team days with the Senior Team to identify opportunities, challenges and agree better ways of working, actions, accountability and follow-up.