Organizational Management of The Silver Line

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Requirement

Case Study: 
The Silver Line 
The Silver Line is a UK charity and Company limited by guarantee. It is a free helpline providing information, advice and friendship for older people. 
Brief History 
The idea of a helpline for older people was initially created and founded by Dame Esther Rantzen (in response to her own personal experience of loneliness).
In February 2012 The Minister of State for Care Services hosted a round table seminar (chaired by Dame Esther Ranzten). Many representatives from voluntary and statutory organisations were present and supportive of the idea. The Department of Health provided an initial grant to pilot the scheme. This successful pilot was later undertaken in 2012 by CEO Sophie Andrews and evaluated by the Centre for Social Justice. Following the pilot, The Silver Line was awarded a £5 million grant in 2013 by The Big Lottery Fund and another £5 million in 2015. 
Currently The Silver Line has 3,000 volunteers and receives approximately 10,000 calls per week from older adults. 
(The Silver Line 2016) 
Tasks In order to answer the following tasks, you will need to undertake further research on ‘The Silver Line’ 
In a report format (Part A) 
1. Discuss the Corporate Governance, mission, vision and stakeholders of The Silver Line. 
2. Evaluate The Silver Line’s organisational structure. 
(Part B)
Imagine that The Silver Line would like to use some of their £5 million grant to expand their services to provide home care support (only in the London area). You have been asked as an external Consultant to provide your opinion. 
3. Conduct an environmental analysis to analyse the viability of this expansion (it is expected that you will conduct a PEST or PESTLE.
4. Suggest recommendations for managing this expansion.

Solution

Executive Summary

This report covers the external & internal environment, and resources surrounding Silver Line UK. The core emphasis lies in the strategy planned & involved in key analyzing company’s strength & competence.
The Silver Line UK was established to support lonely and isolated older people. With a trained staffs it provides care which supports free laugh & cry through helpline. Silver UK with key vision to serve more & expand in a new place, the funds utilized from the clients & other donors should be well aligned with the vision & mission of the organization. A PESTLE analysis was done in the new area ‘London Borough of Haringay’ for Silver UK to set up.

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Introduction

The Silver Line Organization is a charity serves isolated elderly in the UK accessible seven days a week, 24 hours a day. As a background Silver UK is a charity which offers a free confidential telephone helpline which provides support, care, guidance, offering information & friendship to older people in the United Kingdom. It is limited by guarantee. It was established on the foundation of helping & providing a free consult to older people who are lonely & has no one to take care off. Since the organization is a charity types hence operational & communication with the board of trustees to the clients to stakeholders & community needs to serve long term perspective goals. The fundraised through the client or via public has to be judiciously used while expanding in a new city or division. In-depth analysis was done on London Borough of Haringay to conclude if the expansion plans of Silver UK is sustainable & viable from a long term perspective.

Objectives

Silver UK helpline was established on the below objectives & aims: 

  • To be best available helpline which provides solace to older people

  • To provide healthy support & advice 

  • Requested callers to be redirected to the local groups

  • Offer information & regular friendship calls and services

  • To guide & protect those who fall in an abuse trap and feel neglected

  • To offer free laughs, cries, share sorrows, misery & provide a breakthrough for elders who are imprisoned with emotions

  • To recruit more people/trained staff that could do counsel, guide & do a brief, continuous weekly/routinely follow ups with the older people to make them emotionally stable & spread happiness.  

The identified callers for a better resolution will directed to organizations such as Contact the Elderly, Samaritans, WRVS or the Townswomen's Guild.

History

Esther Rantzen after the death of her husband felt aloof , lonely & understood the misery of millions of similar aged people. To support such cause she first established ChildLine for lonely & depressed Childs in 1986. Later in her life stages she also wrote the despair & grief of lonely old age elders who could do not share have anyone to share their emotions & are left to grief.  It was described as creepy which loses one confidence.
Rantzen and MP Burstow are listed among the trustees of The Silver Line helpline & the CEO of The Silver Line is Sophie Andrews. The helpline is a charity registered in the UK under registration no. 1147330.

National Pilot launch

The Silver Line was launched nationally on 25 November 2013 with a funding of £5 million by the Big Lottery Fund to provide services to needy people. It was widely prompted through media, Open with a 24 hours service to counsel & help isolated old age.
Surveys was done to check effectiveness & initially 11,000 calls recorded in just 2 weeks & touched a millionth call this year. Through telephone chat services volunteers/staff were able to elude 84% of old age loneliness.

Corporate Governance, Mission, Vision and stakeholders of The Silver Line

The Silver Line was established to on strong grounds governed by board of trustees & it was incorporated as a company limited by guarantee. It is registered as a charity in England and Wales on 18 May 2012 and its registered number is 1147330. The Silver Line Helpline Enterprises Limited was formed as a trading subsidiary and incorporated at Companies House in August 2014 (The Centre for Social Justice, 2013). CEO, small staff & trustees regularly meet to determine the strategic direction, operations, issues/tasks handled by the Charity. They decide budgeting, planning & risks mapped while handling routine, important tasks/issues in parameters with the framework set by board meetings. It gets approved by each member within the governing body, CEO, staff & by finance and governance subcommittees. The Finance and Governance Committee & Remuneration Committee measures risk & litigation while mapping monthly/weekly financial reports, reviewing new/old budgets, financial controls and judging the objectives set out in the Charity’s business plan.

  1. Vision – To become best-known helpline for older people (Dugdale&Lyne, 2010).

  2. Mission – The objectives for which the Charity to support & counsel old people unconditionally through financially, medically (The Silver Line, 2016).

  3. Stakeholders – President, founder, staff, volunteers, board of trustees, local authorities & Big lottery Funds. Some potential direct impacts of Silver Line’s service include healthcare savings, less stress for families, personal and professional development for volunteers (Chew & Osborne, 2008).

The Silver Line’s Organizational Structure

Inward & Outward communication within an organization strengthens the Charity foundation to function in a market. The Silver Line Organization is a charity serves isolated elderly in the UK accessible seven days a week, 24 hours a day (Silver Line, 2015). Since the organization is a charity types hence operational & communication with the board of trustees to the clients to stakeholders & community needs to serve long term perspective goals. The management along with committees, sub committees formed such as Finance, Governance, remuneration etc. works cohesively & adjacently to support community in which it exists.

Environmental analysis to analyze the viability of this expansion

To check the fundraising strategy a charitable constitution needs to check its growth and sustainability within an existing community.
Checking internal factors in lieu with the projected goals it is best to check environment, external key capacities to check impact of fundraising. For this one need to assess financial budgeting, strategies, plan things, research things, check prospective competitors & evaluate diversified portfolios.  When the Silver Line would like to use their £5 million grant to expand their services to provide home care support one should form an optimum planning outlay & continuously monitor.

Fundraising Strategy Reports

To check the viability & sustainability of the Silver Line management should adopt appropriate strategy in line with below highlighted.
Current status (Dugdale&Lyne, 2010) ;

Present revenue/financial strengths

  • Checking progress of Fundraising activity and skilled employment deployed

  • Charitable services & develop strategy.

  • SWOT & PEST Analysis

Analysis of competitors / similar organizations;

  • Checking peers competitors financial strength & and funding mix

  • Keeping a tab of their future outlay plans

  • Comparing  with prospecting client 

Funding Opportunities and Threats

  • To develop existing funding sources

  • New potential funding revenues

  • In depth research on various grants & fundraising opportunities

  • To check risks internally/externally blended in line with government policy changes 

Recommendations and Action Plan

  • Developing a priority set strategies

  • Human skilled employed

  • Action Plan devised

Goals & Redefining Objectives

While initiating a fundraising & putting up an expansion plan on the cards a company should redefine its goals & Objective perspectives & parameters

Resources

To achieve success at par with the redefined goals one should check available resources be it concrete/intangible assets & skilled/unskilled labor, funds, infrastructure etc. These should be used judiciously & avoid getting wastage as lot of money gets pumped inside a new expansion.

Budget

For the new expansion of Silver UK should do budgeting first in terms of resourcing, staff, campaigning, promotion, legal hassles etc. & then check with the projected/targeted road map set.
Continuous monitoring, planning & checking the allocation of diversified funds should be wisely checked & compare with the projected plans.

Choosing team

While expanding in a new place Silver UK should recruit high skilled labor at a low cost to who could serve people, control the resources & anticipate key challenges beforehand. It should be a mix of trained, unskilled & volunteers to spread wings in a new place through correct strategy adopted in promotion, advertising, word of mouth & various other ways. Conducting initial research, generating leads, following up, handling backend operations and checking weekly & periodically reports etc. are some of the key team functions which management should assign.

Sizing up assets

With the investment of £5 million grant invested in a new place to expand, management should check the infrastructure, viability & existence of the key resources along with projected road map. 

Exploring funding source prospects

One time investment at a new place & then expanding further, Silver UK should continuously check & keep a tab of prospective deals who could grant more funds & help in expanding in a grand scale.
Internal Board approval, raising funds from friends, relatives, social networks, big & small corporation tie ups for funds, volunteers, current donors, public funding, all should be approached & transparency should be shown through brochures, leaflets, mails, annual reports & one should have a clear cut vision, mission, boards of trustees & management who could execute this planning. Spent time in developing strategies, a story who could connect with more masses & could ideal in describing Silver UK goals.

Fundraising Strategy to check informal strategic support

Devising plans & checking diversified funds allocated during fundraising should be closely reviewed. The board of Trustees and senior management in accordance with through approval of committees/sub committee’s form should understand operational issues, internal/external factors which might hamper key plan devised, new ideas inculcating with goals & planning a vision.  Future growth and development needs to assess in accordance with the strategy devised. Different avenues & prospective deals should be wisely evaluated & briefly discussed among the management strategic development.

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PESTLE analysis in checking Viability of Expansion

With a charity amount of £5 million grant Silver Line can devise after analysis it with the PESTLE analysis to check viability within UK.

Political Factors 

Because of the political stability in Haringay, be it with the new reforms, plans and policies comes favorable in accordance with the strategy with the Silver UK. Charities needs to be considered where there is a high end goods and services.

Positive

  • Relatively ‘fair’& stable country and public favors Haringay council & reforms.

  • Positive proactive government 

  • Politically stable

Negative

  • Deep downs corruption 

  • New migrants penetrating in the UK country ultimately resulting in new reforms & making it unstable.   

Economic Factors 

Haringay has a favorable economic factors such as stability, bank and domestic interest rates, inflation, employment rates and cost of living (Merac, 2014). All these factors conclude Charity coexistence since people during recessions or economic unviability will not favor such causes and there can be shortage of funds churning. Looking at the current trends Silver UK can expand in Haringay.

Positive

  • Haringay economy is dominated with the big & small businesses who has employed maximum people within the division. 

  • Stable population with normal growth rate

  • Diversified economy with both large public and private sectors

  • More funding & charity will be done by Haringay people.

Negative

  • Deeply impacted during economic recession

  • Migrants might get settle due to free economic zone

Social Factors 

It includes cultural demographics, social growth, health parameters which is favorable for Silver UK charity to survive & sustain in Haringay current trends.

Positive

  • Many free public services (e.g. National Health Services)

  • New migrant’s cheap workforce.

  • High standard of living

  • Good education background of Haringay people who will support such cause.   

Negative

  • Old age dependency ratio

  • New social migrants and ethnic groups

  • Inflated education costs

Technological Factors 

Haringay is supportive of including latest innovative ideas, new technology developed which is comparable with the Silver UK goals and parameters. Since charity needs to blend in accordance with the new technologies (Twing, 2006). 

Positive

  • Advance quality innovation skills

  • Expertise in science and IT

  • Effective laws with regard to intellectual property

  • Many leading Research & development institutes in Haringay

Negative

  • Competitors & price breaking strategies

Various Haringay legal reforms which includes tax policies, labor laws, currency stability, evaluation of export/import flows and restrictions is stable in accordance with the global turmoil. Hence if the Silver UK plans to expand in this new area it can coexist since all the Silver UK corporate governance and strategy devised are as per reforms. Operations needs to be retouched as per NGO regulations as per new Haringay legislations.

Positive

  • Legal reforms and supportive laws

  • Haringay people follow laws ethically

  • As such no criminal or terrorist acts recorded from the Haringay community

Negative

  • Migrants are new in the economy and hence may create tensions and anti-social groups

  • Destabilizing economy due to the labor unrest and new protocols

Environmental Factors

An environmental variation which includes seasonal and climatic again looks favorable for the Silver UK to expand in Haringay. As during environmental instability people will never do charity causes (Ching, 2010).

Positive

  • Supportive climatic and seasonal changes

  • Stable population with normal growth rate

  • Demographic factors supportive to support Silver UK causes

  • Capital skilled techniques & trained staff which can be used by Silver UK to hire locals.

Negative

  • Haringay has no natural resources generated except for the free air & water

  • Is dependent on hired labor skill which comes expensive

In conclusion, the Haringay internal and external factors are favorable in coexistence with the Silver UK. It has a high political stability, strong economy growth, and high innovative technology future, socially viable and supportive environmental standards (ConsumerReports ,2011).

Challenges while fundraising 

While raising funds the biggest problem from arises in planning a change, strategizing the diversified, allocated funds & integrating all the prime, secondary resources into Silver UK’s goals, vision & mission. Strategy & timeline set has to be parallel assessed with the projected outlay.

People

Some times its issue of under or over staff, unskilled labour who can handle such sensitive issues with no care, corresponding communication in between internally & external staff, board of trustees, clients , shareholders & customers (Businessworld,2011). Reading the background & history Haringay people they look supportive of the noble cause.

Systems

Technology adopted, system enhancements all should be timely upgraded to avoid time lags. Looking at the Haringay community its adaptive to latest infrastructure & technology invents which provide skilled resource to serve Silver UK noble cause.

Processes

Silver UK to check parallel set up in new expansion place be it checking routine, surprise process, handling key stakeholders, customers, clients whether its periodically, weekly, every day should be defined & timely checked to avoid lags. For this, Haringay local people will be actual potential recruitment.

Structure

Silver UK top management to lower, getting approvals from the board of trustees, committees, sub committees should run in correspondence & act proactively (Koyler, 2009). Looking at the Haringay’s people versatility it will go well with structural outlay of Haringay (Adweek, 2014)..

Recommendations for managing this Expansion

Choosing London Borough of Haringay as a location for expansion and investing a £5 million grant amount Silver UK can strategically plan and organize its funds.
All London Borough of Haringay key factors such as political stability, economic growth, advance technology, supportive environmental and legal reforms will help Silver UK to expand. Silver UK corporate governance, refined reforms, laws, policies adheres to the UK Government reforms. There corporate structure are in accordance with the reforms. Meetings and minutes of the meetings are all in accordance with the stable government laws.
Since the fundraising is done by Big lottery fund the management/board of trustees should be done in diversified manner. Supporting staff and good services will help in more promotion through word of mouth and spread. Investing in a new area already Silver UK has best technology supporting elderly people. All the key factors will only help Silver UK to expand supportively.
Silver UK internal & external factors easily blends with the Haringay factors (Firstpost, 2013).
Be it with new trained skill set staff employed, new volunteers, infrastructure, innovative technology can be deployed to expand more and support elderly staff.
All the calls done by Silver UK on weekly basis or on a routine basis is done with proper permissions and only after customer is approaching for a resolution in his/her life. Hence, it should not come as a spam calls and only serve purpose of helping, extending support to isolated elderly people be it in Haringay or across any divisions/sub divisions (The Tecake, 2015).
In lieu to new expansion at a new place staff or volunteers helping such cause should do proactive mails or calls only after checking fundraising regulators and other organization. 
Since Silver UK has a well-planned strategy, execution plans with defined goals, vision, mission, organizational structure it can easily coexist at a new place London Borough of Haringay.
To serve more people in the new place & used its funds raised through donors & by clients should be judiciously utilized as it is answerable to society & owns onus of responsibility in dispersing of the funds.
London Borough of Haringay has a competitive cost for infrastructure, good environment factors & good janitor to support noble cause of Silver UK to sustain.

References

  • Fox, R., Warren, M.S., Asher, J., Brereton, T.M. and Roy, D.B., 2007. The state of Britain's butterflies 2007.

  • Hibbert, S. and Horne, S., 2015. Giving to charity: questioning the donor decision process. Journal of Consumer Marketing, 13(2), pp.4-13.

  • Kottasz, R., 2008. Differences in the donor behavior characteristics of young affluent males and females: Empirical evidence from Britain. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 15(2), pp.181-203.

  • McLoughlin, J., Unillusioned philanthropy and fundraising.

  • Staples, C., 2005. What does corporate social responsibility mean for charitable fundraising in the UK?. International Journal of Nonprofit and Voluntary Sector Marketing, 9(2), pp.154-158.

  • Tomlinson, D. and Still, R., 2002. Britain's butterflies. WILDGuides.

  • Leader–Voluntary, G.Y., 18A Silver Lane, Needingworth, St. Ives, CAMBs, PE27 4SL design@ jemmanewlove. com+ 44 (0) 7850 061729+ 44 (0) 1480 461282 27th April 1989.

  • Sargeant, A. and Ewing, M., 2010. Fundraising direct: A communications planning guide for charity marketing. Journal of Nonprofit & Public Sector Marketing, 9(1-2), pp.185-204.

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