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| Best
Practice Award |
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| Sponsored
by
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|
 Chair
of Women’s Link, Gillian Reed receives the Best
Practice award from Royal & SunAlliance's corporate
development director, Tesh Patel |
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| WINNER:
Women's Link |
|
Women’s Link deals with the welfare and housing
issues facing vulnerable women in London. The nomination
is for the charity’s Sunflower Project, engaging
with women selling sex on the street. The project has
a very clear mission, and has set itself SMART objectives
from the start. At all levels the organisation has employed
a high degree of detailed statistical monitoring and evaluation,
while its relatively small budget has meant that efficiency
is a crucial consideration. |
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| HIGHLY
COMMENDED : P3 |
| Last
year The Good Shepard Trust underwent a transformation;
a new management team was introduced, and every element
of the charity was scrutinised, resulting in the charity
being renamed P3.
A
new strategic plan was drawn up, with best practice
policy and procedure as key elements of delivering its
aims and objectives. As a social inclusion charity that
focuses on the support requirements of users enabling
them to gain skills needed to live independently, the
concepts of policy, practice and partnership were promoted
and the charity developed new services throughout the
Midlands. At all levels, 360 degree communication has
been encouraged, especially with users, and a measurement
system has been introduced to quantify the outcomes.
In addition the charity has worked hard at its HR policy,
introducing a benefits and training programme and achieving
Investor in People status. The implementation of technology
has played a big role, but it has been the combination
of this with the new internal structure and purpose
that has really produced results. |
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SHORTLIST: Christians Against Poverty |
| CAP
strives to transform the lives of people in the UK who
are struggling with debt, making professional practice,
governance and internal standards the foundations of its
success. Operationally the charity has used technology
as a backbone for a raft of facilities and ensuring that
needless duplication is avoided, and also engaged closely
with its stakeholders to ensure that the service delivered
is of the highest quality. In its governance it has created
a clear vision and presented staff with opportunities
for their growth and development, with effective delegation
and independent monitoring of its processes. Along with
this communication and key performance indicators have
been employed, and in nine years the charity has grown
from one person to a national organisation with 30 centres
and a turnover of £1.4 million. |
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| SHORTLIST:
Fire Services National Benevolent Fund |
| In
three years FSNBF has been reinvented. Previously a deteriorating
charity with under-performing and demotivated staff in
antiquated facilities, it has been changed into one that
meets the needs of its beneficiaries and has increased
its income by 250%. A new management team has brought
new vision, and a set of open objectives with clear delegation,
reporting lines and an agreed framework in which to operate.
A culture of ‘no blame’ has been created,
allowing individuals to take risks without censure, along
with a strong personal development programme. This structural
clarity, linked with drives for efficiency, communication
and the creation of effective measures of success have
been put into place. It has also been underwritten by
investment in IT and creation of a desirable working environment. |
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Back
to the winners |
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