CEO Today United Kingdom Awards

27 www.ceotodaymagazine.com CEO Today United Kingdom Awards 2018 CHARITY UK are poor, if not broken. Our country’s approach to the care of those with illnesses and disability has deteriorated not just in terms of practical care; there is also a seeming lack of compassion and empathy. The problem of isolation is increasing as communities become less collaborative and less prepared to support the weaker members of our society. This leads to society relying much more on institutional provision of services, which has become the focus of media attention. There is undeniable evidence of poor care, but what is not discussed is the lack of balance between needs and the funding required to meet them. Alongside this, we are seeing a systematic devaluing of the social care workforce: many are leaving the sector thanks to increasing regulation, low pay, an onerous workload and some high- profile examples of unethical employment practices. What do you think the solutions are for your sectors challenges? The answer lies in rebuilding public trust and working together. In spite of the depressing picture, I believe that there is an increasing number of people who simply find the current situation unacceptable. They are determined to work together to bring the requirements of people with needs and the provision of decent, cost-effective caring services back into equilibrium. I see it in my workforce, and I see it in the thousands of families we support. I know there are many organisations in this country who feel as we do, and although the public may have lost trust in our sector, we are determined to work hard to rebuild it. I know that it is possible to stretch our resources and make them go further. I know that we can provide care and support with compassion and dignity. I know that we can highlight these issues and continue to create these solutions for the benefit of our society. We will collaborate with our colleagues in health and social care to provide services that combine innovation, technological development and modern delivery methods to optimise resources, all the while improving the experience for those in need of care and their families. We are determined to provide a system of integrated, focused and proportionate care for those who need it, young or old, as they live through the challenges of needing help from others. This belief is shared by my Board of Trustees, my Senior Leadership Team and my workforce. As mentioned before, being seen and heard by the workforce is an important way of keeping this message alive and ensuring that all those working for our organisation know that whilst we all hold different job roles, we are all striving for the same outcome. The beauty of working with this organisation is that the motivation my workforce feels does not primarily come from me. They are undervalued by the general public, they are underpaid, and they have to work within the rigid parameters of onerous regulation. They are here, working in this field because they care. Their motivation is already there, and my job is to support them, to value them and ensure that I do my part to bring about the changes that are necessary to ‘upgrade’ the status of this remarkable workforce that our country so heavily depends upon. How do you see the provision of care in the future, and how do you respond to changing legislation and government priorities? There is currently a care crisis in the UK. This is fact – and all evidence indicates that it is getting worse. The King’s Fund, Age UK and many media outlets comment regularly on the ageing British population and increasing needs of our elderly. They contrast this burgeoning demand with the significant reduction in the provision of funding to meet these needs. There is a critical gap between these two points – and, as a result, our ability to provide basic adequate care to the elderly in this country is now at risk. There is a solution to these issues, and our organisation is part of that solution. Firstly, there is an urgent need to bring together smaller charities who specialise in this sector to create capacity, economies of scale and financial stability. This will be essential if we are to ensure that the funding provided has maximum impact and there is continuity of regular service provision in the longer term. Secondly, the needs of those who require care and provide unpaid caring services are increasing, and there is not an adequate supply of the resources necessary to provide support for them. What is the key behind the success of CTEM? I believe the secret of our success comes from having a team of people around me who I have come to trust completely. We are all people who believe passionately in the cause of our charity, but also, and perhaps more importantly, we have recognised the need to grow and develop our approach and our own skills. We have taken seriously the external environment we have seen developing around us and have chosen, bravely, not to bury our heads in the sand, but instead have learnt how to operate in this new and challenging corporate world. We have been open and honest about our limitations but have recognised that in each other, we have the shared skills to do the job. What is your vision for CTEM in the years to come, and your next steps for the organisation? We are embarking on a journey of organisational transformation and change to push back against the trend of worsening, poor- quality and inadequately funded provision of care services. We have ambitious growth plans to extend the reach, quality and scope of our existing service offering. We are working with consultants such as Aleron, a consulting firm that supports public and private organisations, to ensure we have a sustainable impact. We have also engaged with the Trusted Executive Foundation, founded by author John Blakey, and they are supporting our organisation through a leadership development programme that offers a “journey of Trust.” Above all, we want to be known as an organisation that is built on the principles of trust. The work we do with the support of these external consultants will create an organisation that is not only innovative in its approach to providing care, but one that recognises trust as the cornerstone of future growth and improvement. Internal operational excellence, deep commitment and an uncompromisingly positive culture have the potential to transform the quality and depth of service that those members of our society need. Whilst every organisation needs a leader, and I am privileged enough to lead Carers Trust East Midlands; I believe that successful leadership in the world of work today is evidence of a leader who values and trusts the team around them.