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Charity,  Not-for-Profit, Social Enterprise and Public Sector Expertise and Experience

What AQADA does for charitable organisations:

AQADA help your organisation modernise, reset strategy, prepare for the competitive environment; enhance services to beneficiaries while protecting charitable ethos and goals.

Focus area: the service dimension:

AQADA improve all the “touch points” where employees, volunteers and services have contact with beneficiaries, their families, the various clients / commissioners, governing and regulatory bodies, the wider community and stakeholders that have direct impact on the organisations reputation and ability to fulfil its charitable objectives.

AQADA recognise and respect the fact that beneficiaries, patients, carers, and families at the "heart" of your objectives, and mission, and the front line services, offered by your organsiation. We, in turn, guarentee that you goals, mission and vison remain at the "heart" of our consultancy, change management, project management and iterim programmes. The same applies to any project, assignment or activity we undertake. Your values are our values.

Building a Strategy on a Charitable and Not-for-Profit, Ethos, Values and Vison

We develop and lead transformation programmes, courses and projects that respect and recognise the values and ethos of your organisation.

We never forget that the beneficiary is at the “heart” of the objectives, goals and mission of your organisation.

Values, Culture, Ethics and Style – Your DNA

We help your organisation define its values.

Values create value, and enhance service delivery to beneficiaries and their family's.

CSR and business image create the foundation for organisational integrity and public perception.

Best of Both Worlds: Charity, Not-for-Profit, Ethos and Professional, Commercial Disciplines

We help you fulfil funder and commissioner requirements.

We help your organisation develop strategies survive and thrive in the contemporary competitive environment.

We help you modernise but maintain your heritage and traditional values.

Services for the Charity, Not-for-Profit, Social Enterprise and Public Sector

Strategic Consultancy

We help position your organisation for future success.

Management Consultancy

We help your organisation  to become more efficient and effective.

We enhance front-line service delivery and help you take out any unnecessary / unproductive cost.

Change Management – Transformation and Transition

We help your organisation  transform while ensuring “Business as Usual” provides a perfect service to customers.

Project and Programme Management

We turn strategy into action and execution into achievement.


We achieve objectives – on time and to budget.

Interim Management

We get onto your wave-length immediately.

We establish priorities and goals, and bring the energy and enthusiasm to help drive and steer your organisation to success.

Leadership and Management Development Training

We help create a team spirit / environment to differentiate your organisation from competitors.

We use interactive workshops and modern training methods to keep things fresh and invigorating.

White Label Training: Interactive Workshops – Built Specifically For The Not-For-Profit Sector

We work with your leadership and management to design, build and deliver courses that meet you specific needs.

We use interactive workshops to  develop opportunities and address challenges in the business.

Business Health-Check and Performance Audit

We help your organisation evaluate its strengths and weaknesses and then create a route-map for progress.

A practical and realistic view of performance is the foundation for the transformation.

Leadership/ Management, Mentoring and Coaching

We help your team focus on priorities and create “thinking-time”.

We improve capabilities and capacities to position your organisation as “thought-leaders”.

Conference Facilitation and Moderation

We help design, build and activate your leadership and management conferences.

Managing  Projects Integrating Operational Service Delivery with Digital Transformation, Social Media and IT Strategy

We work in partnership and harmony with IT teams, Digital marketing and Social media teams to develop customer-centric / service led strategies.

Developing Business Partnerships with Commissioners and Funders in a Competitive Environment

We develop programmes and processes to establish business partnerships with funders and commissioners in the contemporary business environment.

Introduction to AQADA


Click on the link above to download our information document.

Why there is a need to change - now!

Traditional values and contemporary management skills

Since the 1990’s there has been an underlying trend, for efficiency and effectiveness amongst progressive Charities.

Globalisation has affected all organisation, whether they operate in the commece and industry sectors, or charity and public service sectors. The Asian down turn of 1997, The late 1900s and early 2000s downturn, the dot com bubble and the 2008 sub-prime / global recession caused all organisations to react and respond. The 2015 China stock market crash and the more recent effects of Brexit and the US elections have again cause organsiations to review and evaluate their opearating model, their business model and revenue model.

Digitalisation, big-data, socail media marketing, API's, Cloud and mobile have revolutionised the competitive marketplace, business landscape, working atmosphere and  operating environment for the commercial, charity and public sector.

In the meantime the need for humanitarian care, poverty relief, healthcare, social care and public services has increased due to an expanding population with growing numbers of young people and growing numbers of the elderly.

Economic recession, followed by the  various upswings and downturns in the economy added a sense of urgency. It focused the minds of business, government, charitable and social community leaders and made them acutely aware of the need for prudence, cost savings and value. In a world affected by volitility and recession, to stay relevant to beneficiaries, an organisation needs to evolve and transform. This necessitates a culture change and requires supplementary management skills and abilities. The dilemma lies in the need to invest to strengthen a management team while at the same time tightening budgets andreducing head office expenditure.

Developing “sharper elbows”

The Charitable sectors ultimate goal is to provide caring services to beneficiaries, their families, carers and the community - to channel the maximum possible resource into front line programmesand services. Many charities – even the most progressive and contemporary – have not, traditionally, had to assertively demonstrate their worth, finacial value, or ability to provide value for money. Charities are now, required to compete more vigorously and demonstrate rigorous financial control over application of monies and investment in services to the positive effect on beneficiaries. They are held accountable and open to higher levels of scutiny, not simply by beneficiaries and  customers but to a wide set of constituents:

• Funders: demonstrate the worthiness of the cause compared to other Charities
  
  
• Beneficiaries / Community: Show effectiveness of service in comparison to competitors
  
  
• Clients / Commissioners: prove efficiency in the application of funds
  
  
• Clients / Commissioners’: provide corroborative evidence through life of relationship
  
  
• Clients / Commissioners: establish cause and effect linkages and evidence of success
  
  
• Clients / Commissioners: substantiate objectives through outcomes’ and outputs

AQADA helps charitable organisations, introduce development, value and growth to their agenda without compromising values and charitable ethos – to compete in the modern, contemporary environment, and professionally respond to tenders, position themselves for future funding, to align communications and marketing and develop skills in Client / commissioner relationship management.

The changing competitive world – the need for Client relationship management

In 2009 / 11, there was enormous realignment of the Charitable / not-for-profit / NGO’s sector including the restructuring of the NHS. The conjunction of a unique set of events - health and social care bill; restructuring NHS; promotion of competition, outcomes and partnerships; Clinical commissioning group; future forum; palliative care funding; philanthropy review - has reshaped the environment and generated fundamental change in service delivery, the Client / commissioner relationship, contracted and volunteer workforces, influencing and awarenesscampaigning and major fundraising practice.

The realignment and restructuring continues, budgets are heavily controlled and targets are imposed. It is clear that elements – partnerships, competition, tendering, targets, outcomes and private enterprises providing caring services are foundation stones and are set as standard practice. This has forever changed the relationship with funders,stakeholders, local government social and community services and the publiccommunity, as well as the inter-reaction and partnership with the provider arm of the NHS.

Professional tender response and bid management

Public procurement policy is fundamental to dealings with government offices, departments or ministries and local government. It reconcile sfree market competition and economics to deliver best price while regulating free-trade to ensure appropriate commercial standards and protect the ability of local organisations to compete with national businesses. It demonstrates that public spending is open, transparent and fair as decision making processes andoutcomes are open to scrutiny. It ensures best value and low cost but as importantly financial prudence, comprehensive governance, CSR and ethical practices from the bid proposal and tender process then throughout the contractand trading relationship. Commercial businesses, trading partners, NGO’s and Charities have to conform to this framework though control mechanisms, provision of detailed financial information, best practices and procedures.

Impacts of best practice and best value

Previously, many long established charity contracts were “rolled over” in recognition of mutual trust, and community benefit. The complex relationship saw a charity contributing funds and resources in partnership withlocal government, social enterprises, acute trusts, or community services. The Client / commissioning arm now has to clearly demonstrate due diligence and lifetime low-cost when evaluating bids. Private, for-profit organisations / social enterprises / social investors / social entrepreneurs have challenged theprinciples behind previous financial relationships and shone the spotlight on the cost of the charity’s own operation. Private company’s offer services or performs “umbrella” provider roles: co-ordinating services / facilities /amenities / collaborative partnerships to become the commissioning or provider arms themselves. They contend that, commercial efficiency, procurement methodologies, economies of scale, reducing the commissioner management, and head office / central cost savings will reduce total cost, even allowing for a profit element (itself limited to a % by procurement policy)

Private company with a social enterprise arm

The establishment of a social enterprise armwhich ring fences profits for re-investment in the front line service has blurred the relationship further. The compelling argument for a “best of bothworlds” scenario is that the charitable element is included so the beneficiary  receives full funding and the commissioningbody still achieves low cost. While there are clear differences between asocial enterprise, an NGO, a charity and a local government – community or social - service, the lines are blurring. Partnerships (legal, contractual or social and collaborative) are becoming standard operating practice and providing:

• Return on investment
  
  
• Return on social investment
  
  
• Efficiencies to Client / commissioners’/ funders and providers
  
  
• Consistent services to beneficiaries

Financial measurements, service metrics – outcomes and outputs

The new competitive environment has resulted in Commissioning/ Client organisation’s / Funders requiring an unequivocal demonstration of worthiness of cause,  proof that a high %of monies filter down to front line beneficiaries and that those funds arebeing used effectively.  Service quality,service values and satisfaction need to be proven and clearly measured. Theparameters of what is in contact and what is not in contract must be clearlyand unambiguously defined through scope of works / menu pricing and tariffcosting. The expectations of funders and commissioners have transformed into a demanding set of measurable outputs and outcomes. Cost of direct service / headoffice / central support / total charitable contribution of partners must betransparent. Incentive / penalties are being introduced by private companies, relating to service delivery, outcomes and outputs. Throughout the relationship and at the end of the contracted period – metrics and business intelligence related to cost and price are required and non conformance will affect the likelihood of contractual renewal.

Cost and price needs to be clearly differentiated

While many charities have traditionally had strong control over the cost of service delivery – there is now more need to have and acute awareness of competitive pricing, how it relates to operational costand the cost impact for the Client / commissioner. The advantage of a charitable cause, intent and objectives is compelling to the community and beneficiaries.However, the professional procurement manager / commissioner or businessmanager is tasked with getting best value by their own Boards. They in are expected to provide details of low cost provider and lifetime value by their own“Clients”, partners and ultimate funders – be that government, high net worth individuals, corporate sponsors or members of the public.

AQADA helps your organisation respond to these challenges by providing managementchange programmes and new business methodology to prepare the way for Charities to react positively and practically to ensure the sustainability of theoperation:

AQADA services for charitable / social enterprise and not for profit organisations

1.       Modernisation and transformation strategy – organisation wide change

• “Root and branch” strategy review, using a tried and tested performance framework that has worked in charitable environments
  
• Sharpening priorities, making the organisation easier to deal with and accessible to beneficiaries and customers
• Making the organisation agile, streamlined and equipped for the future by re-shaping the operational activity and organisational structure
• Introducing a development structure to meet changing needs of Clients and commissioners, providers, partners, stakeholders and public community

2.       Integration and merging organisations – bringing together acquisitions and partnerships

• Merging different cultures and operating methodologies into a single cohesive strategy

3.       Social enterprise environment

• Initial start up the operational, governance structure and ongoing development of a matrix structure, registered charity arm, not-for-profit division, commercial services organisation and corporate division
• Creating the organisational dynamic and  business / revenue model in which surpluses are covenanted back to the charitable arm for reinvestment in the client relationship and community programmes
• Positioning and presentation of services and contribution in a manner that promotes the organisations value and values
• Developing new revenue streams and a commercial division with a social enterprise methodology in a charitable environment
• Establishing “triple bottom line” profit measurement – social, economic, environmental

4.       Service dimension - redesign and realignment – in view of competitive environment

• Facilitation / training workshops for managers, executive and Board
• Establishing shared service centres / call centres / head office and consolidating / restructuring to gain economies of scale and efficiencies
• Building a flexible service strategy to maximiseaccess to services and improve the quality of front-line services to beneficiaries
• Developing retail shop strategies
• Connecting operational activity with marketing and on-line services to integrate e-business and social media into service delivery
• Building multi-channel services and multi-customer access
• Developing cultural and community services – for local government. Meeting statutory and regulatory requirements under devolved authority
• Improving  connectivity with policy, PR, campaign marketing, government liaison, fundraising to ensure a holistic approach to a service surround

5.       Introducing commercial disciplines while retaining charitable ethos, values and objectives

• Taking a commonsense approach to change whichprotects the Charitable principles and retains the support and respect of beneficiaries and supporters
• Working with the Board and executive team to improve performance
• Competing in the post recession world. Navigating and growing share in the charity marketplace
• Building a brand on values and value. Focussing the operation on value, through outcomes, while promoting values and services
• Instilling a professional operating methodology andcultural dynamic that traverses betweensocial goals and sound commercial / fiscal discipline
• Helping  raise the “public voice” to gain authoritative position, project integrity and protect brand image connect people to goals and position the business as a trusted partner

6.       Tender response and bid management

• Response to specific bids
• Preparedness for future bids
• Present services to win contracts and investment from cost conscious Client / commissioners
• Reset future funding / pricing models related to new competitive environment
• Negotiation and re-negotiation of service contracts

7.       Client relationship and multi-stakeholder / local government services management

• Establishing  strategy for CRM, commissioner and client-side marketing to connect the organisation with customers
• Introducing eCRM, business intelligence and database management
• Responding to changes in NHS / PCT / clinical commissioning groups

8.       Financial value: pricing and costing / Best value

• Developingmeasurements for outcomes and outputs to ensure proof of fulfilment on commitments
• Analytics and data /monitoring results - KPI's and benchmarking
• Open book costing, commercial disciplines and sound business / financial controls in competitive tenders and ongoing reporting

9.       Partnership development

• Working as lead partner. Brokering  deals, developing  partnerships, handling various communities and political environments to achieve common goals
• Working under an “umbrella” contract with external lead partner
• Community partnerships: providing social inclusion, economic regeneration and environmental sustainability programmes. Working in conjunction with a for-profit business – protecting the integrity of the organisation
• Working with local government and building local government partnerships

10.       Performance management and team work

• Introducing new working practices and methodologies
• Building high performance teams and a learning environment that encourages initiative, creativity and innovation
• Establishing an enterprise-wide change of culture and modernisation strategy
• Aligning diverse cultures and methodologies into a cohesive strategy

11.       Stewardship and corporate governance

• Accountability in regulatory environments requiring accreditation, knowledge of contemporarysocial policy and adherence to government legislation
• Trustees “critical friend” role
• Chair and CEO liaison – designation of authority
• Building an executive support team for the contemporary environment
• Responding to positive changes brought about through Cadbury; Higgs; Nolan; Smith; Roberts and Sarbanes / Oxley
• CSR and compliance

12.       Fundraising

• Aligning bid teams to secure renewable funding through competitive tenders
• Creating a business development mentality and joined up strategy
• Re-focussing sales and marketing teams for board level business development

13.       Volunteer management and values-based leadership

• Establishing a dynamic, strong and vibrant community programme
• Managing volunteers – Evolving values led individuals, who are aspirationally motivated, ideal’s inspired into dedicated teams with common purpose
• Establishing service charters, engagement and monitoring processes

14.       Educational – schools services

• Introducing business development managers
• Developing funding opportunities
• The provision of support services by contractors outside local government

15.       NHS and healthcare environment services

•  The development of partnerships and response to the competitive environment