Clients

Barbican Centre

Race Equality Foundation

Community Action Southwark

Guildhall School of Music and Drama

Bexley Women's Aid

Earls Court Nursery Centre

Handicap International UK

Church in Society

Windle Trust International

Three Cs Suppport

Paul Hamlyn Foundation

London Symphony Orchestry

Essex  Dance

City Parochial Foundation

Audiences Yorkshire

Veterans Aid

Campaign for the Protection of Rural England

Peter Bedford

John Ellerman Foundation

Employment Opportunities

Hanley Crouch Community Association

Tudor Trust

Landscape Institute

The Sheppard Trust

City Business School

Adepta

Green Belt Movement International

Dance United

The Gaia Foundation

Graeae Theatre Company

Kisharon

Shape Arts

 

 

 

 

 

 

SHAPE ARTS - Case Study

Shape Arts is a disability arts charity based in central London. I have been working with the charity since 2004 when I was asked to assist with the development of a full Staff Handbook of HR policies, the introduction of new employment contracts, and training in areas including annual appraisal, time management and skills for new managers. The charity had gone through a fast period of growth and was about to do so once again, and this was the right time to get the HR basics in place. Subsequently, I have advised on a range of employee relations issues and assisted with the recruitment of a new Chief Executive in early 2008. Since then, I have worked with the new Chief Executive to bring about a complete staffing restructure, which included consultation with all staff. (December 2008)

LANDSCAPE INSTITUTE - Case study

The Institute is the Royal Chartered body for landscape architects, professionals who inspire people to expect the best from the natural and built environments. In 2006, I initially worked with the Institute since on two key projects: (1) Salary and Benefits Review; and (2) Appraisal Training. Salary and Benefits Review: following rapid growth, a review was needed of salary levels, methods of reviewing salaries on an annual basis, and benefits. To understand the roles - many of which were very specific to the Institute - I met with each member of staff, following up with market research. A report was prepared for the Director-General and Board of Trustees, setting out proposals for change, including options for managing future reviews. New salaries, and a new structure for future reviews, have now been implemented. Appraisal Training: training was undertaken for both line managers (including the President, or Chair of Trustees) and staff, in how to use the appraisal paperwork and get the best out of appraisals. There was a focus on performance management, as well as the practicalities. The training took place immediately before appraisals were due to happen. Client quote: "I selected Julie to do the work after meeting three potential consultants featured in an NCVO guide. Julie's mixture of professional detachment and engaged insight into our organisation was a real boon and it became clear that the 'fit' really worked. The process she undertook with staff and trustees was thorough and clear, and she inspired confidence which helped decision-making and implementation. Julie makes the working relationship between consultant and client very supportive and productive and we are pleased to be continuing to work with her." Marion Bowman, Director General (April 2007). Since then, I have worked closely with the Executive Committee on the recruitment of a new Chief Executive in early 2008, and have since supported them on a range of employee relations issues. (December 2008)

KISHARON - Case study

I have worked with this disability charity since 2002. Kisharon has over 100 staff in several locations and offers education and support to Jewish children and adults with learning disabilities. Projects have been wide ranging, but have included: restructuring of a service; creation of a new staff handbook of HR policies; writing new contracts of employment and implementing their distribution across the workforce; salary review; training in appraisal and how to use HR policies. There is also the provision of ongoing HR advice on employment issues. Further detail on one of the projects is set out below:Resturcture of a service - due to changes in the nature of funding, and demand for the service, one part of Kisharon needed to be restructured. This involved a downsizing of staff numbers and I assisted with this to ensure that the correct legal procedure was followed, as well as ensuring that staff were given appropriate support. All jobs were reviewed, with new Job Descriptions being issued, and staff being interviewed for the new jobs. Client quote: "Over the past five years, Julie has provided direction and guidance to Kisharon in a large variety of HR matters. This has ranged from working with us when responding to staff grievances to providing training in up to date legislation for the executive and senior staff. Julie's involvement in Kisharon is a great source of reassurance to myself and the Board of Governors." David Goodman, Executive Director (April 2007).In autumn 2008, I assisted with the recruitment of the charity's first Human Resources Manager, having persuaded the new Chief Executive that the organisation was of sufficient size to warrant taking this area of work inhouse. The charity will now be self-sufficient in HR, and I am pleased to have helped with this transition.(December 2008)

THE SHEPPARD TRUST - Case study

This is a small charitable housing trust that provides warden-assisted sheltered housing for 28 elderly ladies on small fixed incomes. I have worked with this trust since March 2006, working on two main projects: (1) Team Development: whilst having a small team, it was recognised that there was much to be gained by bringing people together to focus on the aims of the Trust and how their roles contributed to those aims. It was the first opportunity staff had formally had in which to take time out of their usual busy roles in order to focus on these areas. The team events were preceded by one-to-one meetings with each member of staff. (2) Residents' Survey: this was the first survey of its type at the Trust and gave residents the opportunity to voice their opinions about the service carried out by the Trust. Each resident was met on a one-to-one basis, and I worked through a questionnaire that focussed on the key values of the Trust. Confidentiality was assured and the final report brought together the key issues. This was then taken forward by the Director and Trustees. Client Quote: "Both projects brought real benefits. Even in a small organisation you sometimes have to work hard on staff relationships, and under Julie's sensitive guidance I felt we all developed a better understanding of the way we needed to work together. The residents appreciated taking part in the survey enormously, and Julie successfully encouraged them to express their views freely and constructively on a number of issues which the Trust is now addressing." David Cash, Director (April 2007)