We can help with
- Interim management
- Management consultancy
- Partnership Work
- Public Speaking Engagements
- Strategy Development
- Systems and Processes
- Finance and Fundraising
- Turnaround and Troubleshooting
- Developing External Profile
- Mergers and Joint Working
We can work with you on a short or medium term basis to fill temporary gaps in senior positions, or to provide additional resources to help manage change, improve services, or project manage new activities through their set-up period. We recognise that often what is needed is not just someone to advise you on what you need to do, and then go off and leave you to get on with it, but also to help see it through. top
Management consultancy in the following areas:
- Board and top team development and review
- mentoring and coaching for senior staff
- facilitation for away-days and retreats
Business and Project Development
The following are some of Margaret's major achievements in this area whilst leading not-for-profit organisations.
Major £1.5m capital development in Brixton to re-provide BME day services, provide three new training flats for mental health service users funded through Supporting People and also provide a fully equipped commercial kitchen to house an emerging social enterprise, Scotch Bonnet Catering specialising in the production of Caribbean food for the health, social care and social enterprise markets. Margaret led on this development procuring the funding and support to make these three components flagship services.
Having set up the Fanon Tenancy Sustainment Team, funded through Supporting People, Southside Partnership Fanon Care, a subsidiary of Southside Partnership, won a BME Spark award in March 2005 for its achievements in supporting homeless mentally ill people, many with substance misuse issues.
Obtaining a mix of statutory and charitable funding to expand a pilot project, working in HMP Brixton to working with 12 male and female prisons in London & the South East, providing a network of resettlement services for mentally disordered offenders being discharged from prison. In addition to their mental health needs, many of the clients were homeless at the point of release and also abusing drugs and alcohol. In June 2004 Southside won a national charity award for its vision and success in this work.
Setting up an emerging social enterprise. Margaret recognised the potential of the catering work that was already being carried out at Fanon Day Services and developed that into the emerging social enterprise, Scotch Bonnet Catering, whose name is taken from the hot pepper used in Caribbean cooking. Scotch Bonnet is developing a niche market in Caribbean buffets and is also venturing into hospital meals with a mental health NHS Trust for the provision of hospital meals (what Jamie did for school dinners... Scotch Bonnet will do for hospital dinners!). Apart from providing much needed delicious and nutritious meals and buffets, Scotch Bonnet will provide a range of training and employment opportunities for mental health service users.
Developing new Supporting People funded services and moving people who lived in care homes into a new more independent life in Supporting People funded services.
Market Lane, a £3.3m capital accommodation and day centre project for rough sleepers with drink problems, half funded by Housing Corporation grant, the balance of £1.3m for the day centre being fundraised from lottery and charitable trusts. The accommodation element comprised a 15-bed 'wet' hostel and 12 self contained flats and was revenue funded through the Rough Sleepers Unit, the local authority, the Department of Health and the former London Boroughs Grants Unit (now the Association of London Government). The day centre went on to win two national design awards and was nominated for a national charitable award for its 'healthy living centre' element. It is also quoted now as an example of good practice of integrated working.
Playing a key role in the development of the West London Zone of the Rough Sleepers' Initiative. Together with other homelessness agency directors Margaret contributed directly to government 'sounding boards' on social exclusion, the future of the RSI, the new London Unit on Rough Sleeping (now the Homelessness Directorate at the ODPM) and responses to 'Supporting People'.
Winning the West London Contact & Assessment Team (CAT) contract under the Rough Sleepers Initiative, covering the Boroughs of Hammersmith & Fulham, Kensington & Chelsea and Ealing.
Procurement of several other direct access hostels, winter shelters and substance misuse residential services.
At Threshold Housing Advice
New projects in relation to elders and BME populations who were homeless or insecurely housed.
Re-structuring of the organisation. top
- Chairing the Health, Social Care and Homelessness Joint Client Service Group, Hammersmith & Fulham
- Member of the Drug & Alcohol Joint Client Service Group and the Dual Diagnosis Sub-Group, Hammersmith & Fulham
- Member of the Special Needs Housing Group, Hammersmith & Fulham
- Chairing the Health Improvement Group (Substance Misuse) for Ealing, Hammersmith & Hounslow Health Authority
- Member of the Mental Health Promotion Steering Group, Lambeth. top
- National Housing Federation on Risk Management
- SITRA on Supporting People
- Hammersmith & Fulham Social Services, together with the Deputy Drugs Tsar on Aftercare Services for Substance Misusers
- Hammersmith & Fulham on Dual Diagnosis
- National Day Centres Project Annual Conference - chairing the opening debate
- Social Enterprise London including setting up a social enterprise, contracting and marketing
- South London & Maudsley NHS Trust on Leadership and Management in Mental Health Services. top
- Developing new organisational strategies (followed by HR, Finance, Fundraising, Business Development, Communications, Service Delivery and IT Strategies)
- Exploring alternative structures and strategic partnerships for delivering services and for improving quality of services within the homelessness sector in conjunction with other homelessness agencies and registered social landlords. These include negotiating group structure arrangements, resource sharing, common information systems for the sector, service auditing and benchmarking. top
- Overhaul of policies and procedures, including corporate, finance, operational, housing and HR
- Development of Key Performance Indicators, Quality, Performance Management and Outcome Measurement Systems
- New methods of service user involvement. top
- Raising millions of pounds for funding of new capital and revenue projects and for continuing revenue projects
- Ongoing financial management
- Moving from near-insolvent to viable trading positions. top
- Repairing troubled relationships, externally and internally
- Managing out areas of weakness and building on areas of strength
- Re-defining the culture of organisations
- Moving from near-insolvent to viable trading positions. top
- Chairing and being a key member of several partnership groups in health, homelessness and social care. top
- Potential mergers (option appraisals, process design, due diligence, culture and people management strategies, and assistance with key tasks). top
- Reviewing Memorandum and Articles of Association Board Review including membership, skills audit, structure, terms of reference, reporting requirements
- Compliance issues
- Expertise on company secretarial functions. top