Simon Hebditch

Improving the capacity of voluntary and community organisations and social businesses to deliver their objectives

Having concentrated on capacity building over the last few years as Chief Executive of Capacitybuilders, I believe that it is vital that organisations have access to high quality advice and support in relation to strategic and business planning, improving governance, sustainable funding approaches, building effective staff teams, bringing about organisational change to better achieve aims and objectives.

Policy analysis and campaigning for change

My voluntary and community sector history equips me to work with organisations on their campaigning strategies and activities. Advice and practical support can be offered on drafting policy positions for organisations, drafting responses to government and other public sector consultation papers, White Papers etc, methods of lobbying officials and ministers and using parliamentary mechanisms to ensure that messages are heard and responded to.

Providing support for the initiatives around the transfer of community assets to voluntary and community organisations and appropriate social enterprises

Recent initiatives around encouraging the transfer of sustainable assets to community control are of vital importance not only in relation to specific assets but as a contribution to enhancing community participation at a local level. It is important to build the links between local authorities and third sector organisations, ensure proper engagement with local strategic partnerships and work to enhance the capacity of local organisations to be able to take on the long term development of community assets. So, providing assistance on all aspects of strategic and business planning is important.

Undertaking “health checks” of third sector organisations to identify both strengths and weaknesses

On a regular basis, organisations need help to identify their principal strengths and weaknesses whatever their objectives or operational methods. My experience in working at all levels in the third sector, and in a range of subject based charities and voluntary organisations, enable me to help groups:

• assess the aims, objectives and intended outcomes from their work
• evaluate the strengths and weaknesses of their operations and identify where improvements can be made
• identify the needs of their staff to better meet organisational objectives
• ensure that there is a close working relationship, and mutual understanding of roles, between trustees/board members and staff to make full use of all their talents.

Acting as a “diplomat” to help mediate where conflicts are arising and helping to identify routes forward where there are major disagreements

Although this is largely for others to judge, I think I have the personal skills to identify issues dividing individuals and organisations and to help map out a way forward. Such work would include:

• working one to one with individuals in dispute in organisations
• facilitating discussions on different perspectives and helping to identify common issues
• facilitating strategic “away day” sessions to help bridge gaps in understanding or communications
• devising plans for future work designed to either bring together those who are in conflict or resolve the issues clearly whatever the impact on particular individuals or groups.

Helping to facilitate mergers or increased collaboration between organisations

There are a growing number of examples where increased collaboration between organisations is deemed desirable, or even a route map towards merger. This can apply both at a national or local level. I can use my mediation and strategic planning skills together to help groups move from the principle of greater collaboration or merger to a practical set of steps to achieve what is required. Such work will include:

• undertaking detailed policy and programme planning for collaboration/merger
• facilitating the debates between trustees and staff of affected organisations
• producing specific draft plans with particular outcomes and timescales

Acting as either an “interim manager” within organisations or offering support as a mentor to either chairs of organisations, chief executives or other senior staff

My experience over the years both as a senior policy and external affairs director, and as a chief executive and chair, enable me to provide interim management if required or to work with people filling those positions who might need temporary support.

Providing advice and practical support during governance reviews within organisations

Effective and supportive governance is increasingly important and I believe that I can offer support to chairs and chief executives during this process. I would offer to:

• analyse existing governance process, strengths and weaknesses, and consult individually with principal parties on improvements
• draft initial recommendations for change
• assist the chief executive or chair to win maximum support for agreed changes

Facilitating strategic planning sessions for trustees and staff

Many organisations need help in identifying strategic aims and objectives and then putting together the first drafts of a three or five year plan. In ensuring that strategic planning is successful, I will:

• work with trustees and staff to identify options and possible conflicts before any strategy day
• facilitate the collective discussions and ensure that decisions are made about future direction
• write up the notes and decisions/recommendations emerging from these discussions and submit within 3 working days of the session.