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Learning about the Executive Director for Giving, Volunteering and Voice role

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The Stroke Association is recruiting for a new Executive Director of Giving, Volunteering, and Voice to drive a strategic shift towards a more supporter-centric model, aiming to deepen engagement and increase impact by valuing diverse contributions beyond just financial donations.

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Hello everyone. Thank you so much for

joining us today um to discuss our brand

new and very exciting role for our new

executive director for giving,

volunteering and voice.

You can see on the slide that um we are

going to do a Q&A session for this. So

please submit all of your questions in

the Q&A tab. Please do tick the

anonymous box. Um this is just to

protect your identity. And if you feel a

bit more comfortable, please feel free

to change your name to your initials or

anything you like. This session will be

recorded, so please do feel free to have

a check over it. Um, any questions that

we don't get to answer today, we will go

through them. Um, and we will upload

these along with the recording to our

recruitment site for you. So, you don't

need to panic if your question doesn't

get answered or anything like that.

Please do refrain from meing me

privately. Um, this is just because I

probably will not see your question

unfortunately. Um, so we do want to make

sure that all of the questions go to the

same space so that there's a higher

chance for you to have your question

answered. Um, I am joined today by our

chief executive Juliet Bouver and our

executive director of people Chris

Vennison. They are going to go through

what this exciting period of growth is

for the stroke association and the

transformation that we are making. We

will go through and explore what it's

like to lead with purpose to inspire

connection and to just shape

transformational growth particularly

through this um executive director role.

So I will now hand over to you Chris and

Juliet to tell everyone more about this

really exciting opportunity.

>> Great. Thank you very much Rachel. So um

why don't I just very briefly introduce

myself and then Chris you can do the

same. So I'm Juliet. I'm chief executive

of the stroke association. I've been in

this role for just over nine years. I

can honestly say it's the best job I've

ever had. Stroke is a cause that is so

worth advocating for. Um and I feel

incredibly lucky uh to have a cause that

I feel so passionate about and I've

spent most of my career um in the

voluntary sector in health and care

charities and before the stroke

association I was at McMillan cancer

support for 16 years. So Chris,

>> hi everybody. Yes, I'm Chris Wson. I'm

exec director of people. So I've got the

privilege of leading the people team but

also I'm a corporate executive uh

director as well. So, I'm involved in

all sorts of different things in the

charity and you'll probably hear a

little bit that about that in the coming

uh 60 minutes or so. Uh I've been with

the charity for uh 26 years. So, that

probably proves one thing. That's a

great charity uh to give my career to uh

and for the last nine years being uh had

the real privilege of working under

Juliet as our CEO. So, uh that's a

little bit about me.

So Juliet, do you think we should get started?

started?

>> I think we should.

>> So um do you want to just start by

talking a little bit about why you've

designed this role to include giving,

volunteering and voice?

>> Yeah. So um I mean we know that those

who support us are really close to the

cause of stroke and they feel deeply

committed to both the cause of stroke

and our charity. And we all the time we

receive lots of great feedback from

supporters who do give us time, voice,

and money about what it means to them to

give and the value of the support that

they receive from us. Um, but we're only

engaging a proportion of the 22 million

people in the UK with a proximity to

stroke. And what we want to do is to

move away from what is primarily a

productdriven approach to an approach

that really puts supporters at the heart

of what we do where we're seeing

supporters as a whole person and where

we're designing truly personalized and

integrated customer journeys where we

deeply understand and connect to

people's individual motivations.

And why do we want to do that? Well, we

know that this relationshipdriven

approach to supporter engagement and a

focus on mutual two-way benefits for

both our supporters and stroke is what

lays the ground for long-term growth and

impact. Now, we've called this role

executive director of giving,

volunteering, and voice. And internally,

we've shortened that to contribute

because we want everyone's contribution

to count. Now contribute is one of the

four systems through which we now

describe and organize our work and the

other three systems

our stroke support influencing and

underpin which is basically all the

things that we do to make the stroke

association safe, legal, ethical and responsible.

responsible.

And we're using the term system to

describe our work because we're drawing

on the approach of systems thinking. And

that's in order to make sure that we

really pay attention to complexity and

the interconnected nature of our work.

And each of our systems are described

from the perspective of the customer.

And they describe a core purpose. And

that's the core purpose against which we

want all of our activities in that

system to align. And they also describe

the capabilities we need. In other

words, the things that we need to be

great at to deliver on that purpose.

And we know that when we put ourselves

in the shoes of our supporters who want

to support us and the cause of stroke,

it's clear that they want real

flexibility to contribute in a variety

of different ways and often in more than

one way. So it might be by fundraising

for a challenge or setting up a direct

debit. We know that we want to make that

giving really easy

and we want people to be able to give

time at the same time each week or

simply show up uh when they can. And

then adding their voice to our

involvement work and advocacy campaigns

with their story is also really

important. Or it might mean getting

stuck into co-designing solutions and

standing alongside us as we demand

change for stroke survivors.

So whilst fundraising activity is vital

because we absolutely do need to raise

money to fund and grow our work, putting

our supporters first means enabling them

to contribute in the ways that work best

for them and making sure that they

really do experience the benefits of

giving and that's what's helped to shape

the creation of this new role which is

all about stewarding our contribute system.

system.

>> Thanks Julia that's great context. So

this is exciting, right? Uh so where are

the opportunities for improvement, do

you think?

>> Yeah, I mean there are so many

opportunities for improvement and I

think probably Chris the best way for me

to do it is to go through the three um

ways in which we want people to give

contributions. So if I start off on

giving money now, we absolutely know

that there's headroom in our

fundraising. Now our legacy income is

incredibly strong and it continues to

perform well for us. And in the nine

years that I've been at the stroke

association, our legacy pipeline has

gone from around 7 million to a record

19 million. And we now have a steady

stream of new legacy pledges and

legours. Now our mass engagement and

high value income streams are growing,

which is really good news, but more

slowly than we'd like. And some of the

things that are holding us back include

inadequate data, an over reliance on

manual processes,

a large a lack of large compelling

ambitious fundraising propositions which

we can co-create with highv value donors

and corporates and team targets that

tend to hold us back from a whole

organization collaborative effort. Now,

we are working with an external agency

called Public Digital to lay the

foundations around digital and data so

that we can connect and develop

long-term relationships with our

supporters. And we're currently

undertaking a fundraising product

portfolio with a view to identifying how

we can best meet supporter preferences

and motivations, including understanding

the mutual benefit, the best return on

investment, and the opportunities for innovation.

innovation.

We're about to launch a new legacy

proposition and we've done some really

exciting research with current and

potential supporters which identifies as

much appetite for donating for stroke

support, our core beneficiary offer, as

it does for research, which is where

we've placed more focus historically.

And we're now updating our research

strategy to enable more and higher value

research-driven fundraising

propositions. So, lots of opportunities

to go for around income generation and

income growth. Now, on volunteering,

which is giving time, we've got over a

thousand volunteers who give their time

to help us and the stroke community and

surveys indicate that their engagement

levels are high. Encouragingly, we've

recently done some research that tells

us that those with a proximity to stroke

are significantly more likely to want to

volunteer at the stroke associations.

Our volunteers who are stroke survivors

or carers have told us that volunteering

can be really transformational for them.

It can help contribute to their recovery

after the initial devastation of stroke,

helping them develop their confidence

and sense of purpose.

So some of the questions that we're

asking ourselves which we'd like this

new executive director to address are

how do we engage more of the 22 million

people in the UK with a proximity to

stroke who might want to volunteer for

us? How do we create easy flexible

volunteering opportunities that fit

around people's lives but still meet

their individual motivations?

And how do we create a culture across

the whole stroke association and create

the right capacity, processes and

systems so that we can able so that we

can enable volunteers to have a great

experience and give of their best.

Now finally on voice we do know that

many people affected by stroke want to

tell their stories and when they do so

it's incredibly powerful. It really

helps people to understand and engage

with the devastation of stroke but also

the optimistic message about recovery

potential. Now we believe that providing

more opportunities for people to tell

their stories is going to be an

important way of elevating the cause of

stroke in public and politicians minds

and will hopefully help to make stroke

the priority it needs to be. And

excitingly, we're working towards a

campaign which will start next autumn.

That's autumn 2026 when we're going to

be telling the untold story of stroke

and hopefully starting to inspire the

So that's enough of me, Chris.

So I'm going to turn the conversation

round to you for a bit. So Chris, um,

what are we looking for in this role?

So we're looking for somebody who has a

marketing mindset to help us put

customer engagement and experience at

heart of our charity. We also want

somebody who can help us develop a sport

supporter culture to ensure that our

supporter journeys are designed in a way

that really truly engages so they feel

understood, valued and able to give

their best possible contribution.

Uh we currently give priority to

supporters. You've talked a little bit

about this Juliet in particularly in

relation to giving money but we also

want to balance this up for somebody who

wants to give a greater voice to stroke

and also to give their time through

volunteering. Um both of which are

vitally important to our work. We want

to we want somebody who can find bold

new ways to connect people to our cause

and who braces embraces things uh

differently. So a creative view and mind

of doing things. So you'll bring a deep

appreciation of supporter journeys from

acquisition to on boarding and retention

and lead a culture that celebrates

giving in all forms.

We also want somebody who can un who

understands the power of digital and

data practices so we can deliver more

personalized journeys at scale and that

and the respond to individual

preferences and motivations.

Um the successful candidate will have a

deep experience in inspiring giving

whether that's from a fundraising,

marketing or sales background with the

ability to apply those skills and help

the charity succeed. And along with your

business acumen, you'll be able to spot

opportunities and build a strong

balanced portfolio portfolio that helps

us grow our impact with this with

sustainability and growing income streams.

streams.

And quite importantly, you'll need to

lead in a relational way because we know

that leadership style, this leadership

style in the charity really matters. Uh

so even more than your own technical

capability that you will bring. So

finally, you'll combine vision, courage,

focus, humility in your leadership style

to unleash the potential of our charity

and talented teams.

So Julia, I mentioned a little bit about

the importance of relational leadership

and as know we've been working on this

in terms of uh for the last 18 months

actually in terms of a cultural shift in

our leadership. So do you want to expand

on what that looks like for us?

>> Yeah, happy to Chris. I mean I'll be

honest with everybody. I mean, it's a

it's a big change um for the whole

charity and one that we're still working

on, but as Chris said, we're on a

journey and we're wanting to become a

more relational organization,

moving away from one that has

traditionally been quite industrial and

by industrial we mean quite traditional,

top down with decisions made at the top

and implemented below. Um, so a

traditional approach kind of delivers

change through a more command and

control or predict and control style approach.

approach.

So we're wanting to move away from that

to a culture and a leadership style

that's more relational. So, we're

setting out to be more progressive and

agile as an organization

where power is distributed across the

organization and where decisions are

made closer to the work where we aren't

trying to plan and predict everything

that might happen over the year, but

where we're becoming really good at

learning in and through the work.

hearing from the customers that we're

here to serve and sense making so that

we can test, learn, and then iterate to

achieve the most impactful results. Now,

I said before it's not easy and that's

because most of us have leed how to get

work done in more traditional

organizations and those mindsets and

habits tend to tend to run deep. Um, but

we know from evidence from other more

progressive organizations that adopting

these relational and agile approaches

really drives benefit. And we're not the

first organization to work in this way.

And we know that other charities are

starting to move in this direction, too.

But it's not as widespread, I think it's

fair to say, in the third sector as in

other sectors. And so for some people it

might feel like quite a culture shock

which is why we're really wanting to

talk about it today.

Um so Chris do you want to say a bit

more about how this relational approach

is changing our ways of working and then

from your perspective as an executive

director how you're sort of experiencing

the change.

>> Yeah absolutely. Um so this shift has

led to some real changes in how we think

about our work and the impact that we're

trying to make. So for me one of the

biggest realizations has been how we

work is just as important of what we do.

Um from my perspective as a exec leader

it's been a significant change one

that's required a real shift in how I

approach my leadership style. So it's

not about leading from the top and I

think if you feel that you want to join

an organization that leads from the top

and leads with eager that's not the

charity stroke association puts a lot of

emphasis on distributing that leadership

and distributing the decision making so

we all can deliver on our shared purpose

and to be honest it's more challenging

um because it requires real thoughtful

and situational leadership so we're

doing a lot of a lot more coaching just

to bring this to life a little bit. So,

a lot more coaching, asking questions,

helping colleagues make sense of their

own work and then supporting them in

identifying the ne next best steps.

So, it's about showing up with curiosity

as a leader and helping anchor

activities back to our purpose and why

we're doing the things that we're doing.

It's uncomfortable sometimes because it

challenges the old ways of proving your

worth by having an answer to something

because of your experience. And

obviously, you know, we're looking for

somebody that's got significant

experience in this area. So, you do have

a lot of answers, but it's not

necessarily showing up in that way. But

it doesn't dilute your experience. It

just asks you to use it in a different

way. Um, so asking great questions,

surfacing assumptions, removing

blockers, and keep keeping focus on the

outcomes for customers.

So you'll see some of this reflecting

the leadership capabilities that we've

outlined in the job pack. Uh, and in

practice, it means that we're drawing

much more on agile ways of working. Um,

and we start with the customer or

supporter in mind. And only when we

understand and truly understand what

their needs are do we start

experimenting with potential solutions.

So we talk a lot on the organiz

organization about uh we test we learn

and we adapt. It also means designing

the team uh right for the work not just

the team that you have. Um so we focus

much more on purpose over team and

skills overall and across the

organization we've got many many people

who are really really talented from our

frontline staff who are dealing with

stroke survivors um having significant

uh voice in uh in the development of the

organization. That's really encouraging.

Um and finally as an as an exec team

this is approach has made us far more

collaborative and corporateminded

uh putting purpose before our own

functional teams for example. So I would

say Juliet, it's interesting. It's

definitely challenging as you've

mentioned. Uh but it's incredibly

rewarding thinking differently in the

way of ultimately what is our role as a

leader and we owe to stroke survivors.

Uh we need to deliver more impact and

more for them.

>> Brilliant Chris. Good. So um that was

all that Chris and I wanted to say by

way of introduction. So, I think I'm

handing back to Rachel, aren't I, to >> Yes.

>> Yes.

>> try and respond as best we can to your questions.

questions.

>> Thank you so much for that. That was

really lovely to hear. Um, so yes, we do

have some questions. The first question,

if allowed, could you share the mission

that is working successfully for the

stroke association and one that the new

executive director would have

challenging the most and need to bring

constructive resolations

uh resolutions, sorry, towards its improvement.

improvement.

>> I can repeat it. That was quite a long one.

one.

>> That's fine. I can see it in the Q&A,

Rachel. It is a big question. So um I

think in terms of what is working well

um well there's a lot of things that are

working well. I mentioned earlier that

our legacy growth in the charity has

been um phenomenal and I think that's in

no small part because we're we really

understand our LEGO tours and we're

providing them with that really kind of personalized

personalized

um kind of engagement and experience.

And I think the opportunity to kind of

broaden our fundraising out as we engage

people just as much with our straight

support offer as our research offer and

as we co-create exciting like big and

ambitious fundraising propositions. I

think that's a huge opportunity for us.

I think

one of the challenges of the role which

I hope will excite people um is that

we've very deliberately designed the

role as I said before to not just be

about fundraising and income growth but

to also be about giving um time and

voice and I think the real opportunity

for this executive director is to give

parity of esteem to those other ways of

um contribution.

So although we are really good at

storytelling and we have some absolutely

fantastic stroke survivors and carers

who tell their story in the most

emotionally compelling way and that in

turn does really change mindsets about

stroke, we could do it on a much bigger

scale and we could do it in a much more

coordinated way. And again, we've got

people who volunteer for us. And the

good news is they stay volunteering for

us, but we just haven't really

prioritized um giving of time as much as

we have giving of money and we haven't

built the necessary culture. We haven't

built all of the kind of capacity and

capabilities that we need to really grow

our volunteering opportunities. And we

have some great volunteering products.

Um we have one called here for you which

is a telephone befriending service that

we set up during the pandemic which is a

brilliant example of people being able

to just volunteer half an hour a week

for six weeks. It's really light touch

but really impactful. There is so much

more we could do in this space. So for

me the biggest kind of challenge but

also opportunity is to give parity of

esteem not just to um giving of money

but also to giving of time and voice.

>> Thank you so much. Um the next question,

this person is curious to learn more

about the stakeholder groups this role

interacts with um for example the

current service receiving and the

volunteers. What did the con

consultations look like in making the

overall strategy? Are there ethical

walls between some of the groups for

example like those receiving medical

services or who have moved on from that

and are now only volunteers?

>> Chris, do you want to start on that one?

I'm not sure if I fully understand the

question right just

um so in terms of the I don't think

there's any barriers as such I think

we're a very engaging organization to

understand you know what is the needs of

stroke survivors and of the research

community and all stakeholders really in

the organization. So we're very inclus

inclusive and collaborative in a lot of

our approaches and that has you know

gone from the original aspirations in

our contract in our uh strategy back in

2019 shortly after Juliet arriving to

refreshing our corporate strategy and

recognizing what we need to do and how

we get that lived experience through

that. So it's a very collaborative

culture. So I'm not sure if that's

addressing that. And as a prime example,

we're just in the process of uh

confirming our research strategy. And

that was extremely collaborative and

working with different communities um

across you know the stroke the stroke uh

communities whether stroke survivors or

whether they're carers uh and within you

know clinicians and the the health and

social care sector. So uh it's a very

collaborative culture in that way that

incorporates the voice and I think this

probably demonstrates the fact that the

relational way of understanding what the

customer needs ultimately the the stroke

survivors who their needs are

significant as we know the impact of

stroke stroke has a profound impact on

people's lives. So we're reaching out

from what we call is uh uh outside in.

So we look at what the customers needs

and then we bring that inside the

charity to be able to influence um

influence the the approach that we take

whether that's strategy or actually

delivering more offers uh and support to

stroke survivors or whether that's

making sure our research um work that

we're doing is having an impact on

people's lives ultimately stroke

survivors lives. So, I'm not sure if

that answers, but Juliet, any thoughts?

>> Yeah. No, I thought that was brilliant,

Chris, because I mean, we we're part of

our new ways of working is to get closer

to our customers and really involve them

in um understanding the problem and kind

of co-designing um what some of the

solutions might be. And I I think one of

the things that we're trying to do is to

break down um traditional categories around

around

um our customers because we know that a

lot of our beneficiaries um so people

who um receive support because they're

stroke survivors or family members um so

often want to use that adverse

experience to then give back to others.

So they then go on to be our supporters.

And as I was saying earlier, I think in

the past we've often kind of put walls

around people and said, "Right, that

person is a supporter. That person is a

campaigner. That person is a volunteer.

That person is a storyteller." But

actually, what we want to do is break

those walls down so that people can

contribute whatever they want in a way

that works best for them and we treat

them as a whole person, not as our own

internal definition of what we think

somebody is. So, uh, it's an interesting

question because, um, yeah, we really

want to break the walls down and the

only things we have to do obviously is

through GDPR is respect people's, um,

kind of personal data and preferences

around how that data is held. Um, but we

think, um, that we've got the

opportunity to kind of really, uh, be a

lot more personalized, uh, in our approach.

approach.

>> Thank you. Um the next question of the

22 million people affected by stroke

what reach do you currently achieve and

what is your ultimate goal and in what

time frame? I know that this is quite

difficult to give an exact figure isn't it?

it?

>> Yeah. So I mean maybe I could um so the

22 million is uh people with a proximity

to stroke that so that's um stroke

survivors but also family members, loved

ones, sort of neighbors who are close to

somebody with a stroke. Um we know there

are 1.4 four million uh people in the UK

living with a stroke. And we know that

there are about a 100,000 strokes each

year. And of that 100,000 strokes each

year, uh we're only reaching about a

third of those who are newly diagnosed.

And so what we want to do is to be

accessible to everybody when they first

learn that they have a stroke because

that is the time when people are feeling

most frightened, most alone, most

confused and unsure what the next steps

in their recovery journey are going to

be. So, it's at that point when people

are in hospital about to be dis

discharged home that we really want to

make sure um that we're there for people

with that sort of personalized um

support and information offer. Um and

we're exploring ways in which we can

extend our reach um through our um

facetoface support but also

significantly expanding our digital and

um telefan offer. Um so I hope that that

helps and I suppose the 22 million

figure which is those with a proximity

to stroke. Our focus there isn't about

hitting a target but it's about

achieving our purpose and that 22

million just indicates the scale of the

opportunity for more people to

contribute because whenever we Chris I

think you'd probably say the same

whenever you talk to someone about

stroke everyone knows somebody who's had

a stroke haven't they? I mean it is

horribly um not just common but also

because it is so disabling. Uh people

kind of really identify on a very

personal and emotional level um with

stroke as a cause and a condition. And I

suppose if we could just turn a greater

proportion of that 22 million into

people who really want to you know

activate the stroke become our

supporters contribute time voice and

money. I think the opportunity is enormous.

enormous.

>> Yeah, I'd agree. Um like we know stroke

is impactful at the time. You know, you

don't plan for stroke. It happens. Um

but even through my career, I you know,

I've realized the amount of people who

do want to give to this charity. It's

the mechanisms of people to be able to

make it easy for them to give. And as

you said earlier on, Juliet, I think

we've categorized

um those that give money separate to

those that want to volunteer their time

and those that want to advocate for

stroke. Like these are people who just

want to give to stroke, whether that

they're fundraising, whether they're,

you know, exercising their their voice

um and their personal experience or

whether they want to be volunteering,

delivering support to other stroke

survivors. And a lot of stroke survivors

actually end up becoming volunteers for

us because they see it as part of their

recovery. Uh and we just need to make

that much more easier for them as well.

So I I I see the 22 million um as uh as

an opportunity to bring more people in

to be able to you know to be able to

give in them all them forms. Um I think

we as a charity need to develop a

culture that recognizes that much more

but also creates the mechanisms that

becomes really easy and I think this

role is there to set up that exper to

help us think about um about the

experiences and the supporter journeys

and we've got teams that are absolutely

ready for that and doing some great work

in some of the sprints that we're doing.

So it's not necessarily we're not that

mature but we do need a bit of support

to be able to recognize actually the

real value by making supporter journeys

really easy for people. I think more and

more people will willingly give uh their

voice time uh and money.

>> Yeah agree with that.

>> So you both touched on the digital

element of the role and I've had some

questions come in um which I hope people

don't mind. I will sort of put them

together. Um, people would like to know

what system we currently use and whether

our volunteers um have a different

database and a different system for example

example

um than like our donors. Um so it was

just to know how we sort of manage

things across the organization.

>> Yeah. So the really good news is that we

now have one single customer

relationship management system. It's on

Microsoft Dynamics. Um and so we now

have all of our beneficiary and our

supporter including volunteering um data

on one single database. Um and that's

only quite recent. Um but it's a

significant change because it really

gives us the opportunity to have a sort

of 360deree view um of the customer. Um

and now that we've got that kind of

single customer view in place and we've

got the functionality, now it's about

optimizing it uh for future success. Our

CRM capabilities are not I think as

mature as we would like them to be. Uh

but we are working on that as an

organizational priority. And we're also

using um kind of other tools like

PowerBI and other kind of tools to help

us visualize data um and to use data

more effectively. And we have a sprint

at the moment actually that is being um

supported by this external agency I

referred to before called Public Digital

who are helping us look at how we um

design mass communications to thousands

of supporters that feel really

personalized because we're really

understanding kind of what the

motivations and drivers are for each

individual. So I think that's one of the

tricks that we want to achieve with this

supporter approach is being able to

still um scale and um

mobilize sort of tens of thousands more

supporters to give time, voice and money

but in a way that because of the high

quality data that we've got on people

really speaks to uh their individual uh drivers.

drivers.

Chris, is there anything else that I've

missed on the tech

>> side? I mean AI, we are I mean we we

we're having some quite interesting

conversations about AI. in all um

organizations are using um AI in uh

different ways at the moment and uh we

certainly uh use it um internally um to

do all sorts of um kind of helpful

things in terms of um automating

processes acting as a decision support

tool helping us um create copy um and

we're working on an updated AI policy at

the moment and trying to learn from um

use cases elsewhere. So that is also

something we're looking at.

>> Yeah, I think

Oh, sorry Chris, carry on.

>> Yeah, I think the only thing to add is

we've got a number of systems obviously

in the organization like we've got the I

think I was trying to look through the

the questions that are coming up and

there's something around volunteering

and uh and stuff. So we've got obviously

got an internet um but you know we've

now removed we've now moved to

predominantly remote working

organization where I say predominantly

is because we do have some warehousing

colleagues who are in Northampton now

and resource center there so but you

know 99% of our staff um uh uh homebased

uh and remote working although do we do

considerable amount of collaboration you

know to be able to compensate the fact

that you can't beat the fact that being

um face to face creates creates dynamic

which allows creativity. So um so we do

have an intraate we have things like

that but to be honest even that we're

looking at as a system because it was

prior to uh moving to a remote working

organization. So we're putting some time

and effort and resources

um into looking at how that uh what that

looks like to be to enable people to get

the information they need. I'm sure AI

will have play a role within that. So

when coordinators, our staff are out

there, how do they pull the information

they need at that moment in time to help

them uh to support the stroke survivor

for instance or how do they engage with

the organization and that also relates

to volunteers as well. I would say that

um the experience of our staff is far

better than the experience of our volunteers.

volunteers.

um saying that and although we haven't

um we've last time we did a survey for

our volunteers was about three years ago

now and we're just considering uh a new

one uh at this moment in time to what's

the best approach. Uh but they're highly

motivated volunteers who are doing great

great work but they do say again going

back to the earlier point they want to

give more and they find it really really

difficult to give more. So some of that

is about the information that they see

uh they have access to through an

internet and at the moment our internet

volunteering is quite difficult uh to

access. So I think just from that

perspective and engagement and the

culture of the organization is something

we're looking at at the moment. >> Rachel,

>> Rachel,

>> thank you so much. Um, yes, you touched

on the volunteering aspect because

somebody has asked if we had micro

volunteering opportunities,

um, and that sort of thing. So, I

imagine it all links in with that,

doesn't it? Um, so that would go quite

nicely. Um, the other element that

people are quite interested in is

obviously this is a brand new position

um, that we've created.

um they would just like to know who they

would um sort of directly manage and

what the key parts of the role are. I

know that we've obviously touched a lot

of it. Um we've gone over a lot of the

key elements and there's a lot in the

recruitment pack. Um and I know that

this role is very collaborative, isn't

it? Um but just for those people who are

quite keen to know sort of how the um

responsibility sort of lies and how it's

shared I think that would be quite good

to touch on. Um

>> happy to do that Rachel. So um

so in line management terms um this job

holder will have um four teams. Um one

is the legacy engagement team. Second is

the mass engagement team. Uh which is

where our direct marketing, regional

fundraising, other kind of activities

sit. Um third team is our high value

engagement team uh which is where our uh

philanthropy and corporate partnerships

sit and then the fourth team is our

communications team. Um, and what we

want to do is to get those kind of teams

working uh really well together. I

talked earlier about um sometimes we

overemphasize short-term targets

uh to the detriment of kind of long-term

and kind of collaborative sustained uh

growth. Um but also I talked about this

isn't just going to focus on

fundraising. this role is going to give

parity of esteem to giving of um time

and voice. Um so we're really keen for

the job holder to really review what the

opportunities are around strategic

volunteering and to then determine what

the capacity and the capabilities and uh

structures are that we need in that

space. Um and obviously a lot of our

storytelling doesn't just happen through

our communications function. It also

happens uh through our localities and

all of the executive director roles. Uh

we'll be working to two kind of main

principles. The first is to be really

customer first in your thinking and your

way of working but the second is to be

locally informed. And an awful lot of

the storytelling um is supported and

generated by our 10 locality teams

across uh the UK. And uh a lot of the

volunteering activity is also supported

by those locality teams. Um both um

people who volunteer as individuals but

also people who volunteer in the big

network of um stroke support groups that

exist across the UK. And then also

there's a really strong um kind of uh

emphasis on um relationshipbased

regional fundraising. And again I think

there's real opportunities in uh

regional fundraising for growth we are

building back uh since the pandemic but

again I think with stronger um

relationships between localities and uh

the teams in the contribute system uh we

could be uh growing income. And then the

final thing that I would just say on

relationships is this executive director

will be part of the executive director's

team. Um we're uh redesigning uh the

team to have um an individual who is a

steward for each system but the systems

are porous and interconnected and as

Chris was saying earlier people who get

support from us very often then want to

give support they want to give back they

want to contribute uh to stroke. So

there's going to be an awful lot of kind

of joint working and crossover between

the roles of the executive director

support and contribute but also with the

executive director of influencing

because we want to be mobilizing um

supporters to be advocating and

campaigning for stroke um and being

involved um in the way that we do and

say things. So uh that's a very long way

of saying relationships will exist

across the whole organization but they

will have a small number of teams for

which they have uh executive support responsibilities.

responsibilities.

>> Thank you. That was really helpful. Yes,

because I had a few questions on sort of

um what teams sit underneath this role.

So that was really helpful. Thank you.

Another question is what do we plan to

achieve for those uh who have

experienced stroke with the outcomes of

the contribute system? So i.e. why do we

need more money and what will we use it

for? What will we deliver?

>> Chris, do you want to start off on that one?

one?

>> Yeah, happy to. So if you've had the

opportunity to look at our finances, uh

we're in a very strong financial

position. We have uh reserves of which

our trustees want to invest to grow the

organization. But you will also see that

our income and expenditure per year is

just about balancing out. And what we're

trying to do is use that money to be

able to drive the organization in terms

it's sustainable in long-term you know

portfolio of income. Uh Juliet's already

mentioned that we're only meeting a

third of stroke survivors. So thousand

100,000 people have uh uh impact uh

their lives are impacted by stroke and

we're directly supporting a third of

those. So that just gives you an

indication um of the the gap in what we

need to and how we need to support. So

we've got a sprint which is looking at

our integrated offers. So

um that's you know looking at ways of

being able to support stroke survivors

in different you know different ways and

integrating what we currently provide in

a way of which able to bring real value

to stroke survivors when they need that

at the time they need that. Um but we

know we need to grow significant in

terms of meeting all newly diagnosed. So

we need money to be able to do that. Um

and I think we've got a real proposition

to sell to the to to those you know

connected to stroke and beyond. Um so

it's finding the way as mentioned about

storytelling and we're great at

storytelling. We just need to be really

good at storytelling to attract time,

money and voice. Um so we definitely

need money to be able to grow the

organization and then grow our impact

because of that gap. and we want to put

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YouTube Transcript:Learning about the Executive Director for Giving, Volunteering and Voice role