Working with volunteer directors to instil a more strategic vision for Welsh Credit Unions
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Anne Tunnicliffe Business Support Adviser Working towards a more strategic vision for Welsh Credit Unions – AWCUSP Summer School 2012
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Transcript of Working with volunteer directors to instil a more strategic vision for Welsh Credit Unions
Anne Tunnicliffe
Business Support Adviser
Working towards a more
strategic vision for Welsh
Credit Unions – AWCUSP
Summer School 2012
• List the main strategic challenges for Credit Unions• Consider where Credit Unions are on the “change curve”• Have considered barriers to change• Be able to consider skills gaps and behaviour gaps• Know some ways to fill skills and behaviour gaps• Have contributed thoughts for the newsletter to help
other Credit Unions
By the end of the workshop, participants will be able to:
Anne Tunnicliffe
Business Support Adviser
Strategic Challenges
• From the handout, how many of these challenges are priorities?
• Less than 5?• 5 to 10?• 11 to 15?• More than 15?• Please answer for your own credit union (or the one you
know best)
What are the main strategic challenges for Credit Unions? (The big “To do” list)
1. We are making enough progress
2. We need to make some more progress
3. We need to make a lot more progress
4. We need to make significant step-changes in some areas of the business
5. We need to make significant step-changes in most areas of the business
Which of these statements about Welsh Credit Unions do you agree with most?
First impressions … (1)
First impressions … (2)
There is a need to revisit / reaffirm the mission statement
There is more to do on marketing …
Business planning and governance needs improving …
Anne Tunnicliffe
Business Support Adviser
Where are Credit Unions on the
“Change Curve”?
The change curve … version 1
The change curve … version 2
Anxiety
Can I cope ?
Happiness
At Last something’s
going to change !
Fear
What impact will this have?How will it affect me?
Threat
This is bigger than I thought!
Guilt
Did I really do that
Depression
Who am I?
Gradual Acceptance
I can see myself in the future
Moving Forward
This can work and be good
Hostility
I’ll make this work if it kills me!!
Denial
Change? What Change?
DisillusionmentI’m off!! … this isn’t for me!
Anger
At othersAt s
elf
The change curve … version 3 … where are the CUs ???
Comfort Zones (1) – Are CUs affected?
Current comfort zone: sensible lower income savers & face to face contact
Outside comfort zone?
Higher income savers?Higher income borrowers ?Corporate customers?Time poor customers?Pay day loan customers ?Online customers?Working with wider voluntary sector?Chaotic families?
• Necessary for growth / change• Does not come naturally – outside the routine• Often needs a kick-start• Can sap energy until new routines and patterns are
established and automatic
Comfort Zones (2) - Working outside comfort zones
Anne Tunnicliffe
Business Support Adviser
What are the barriers to
change?
1. Lack of skills
2. Lack of resources
3. Not sure what our goals are for next 18 months
4. Not clear what actions to take to reach goals
5. We are not thinking long-term
6. We don’t have a long term vision for the organisation (say 3-5 years)
7. All of the above
8. Anything else?
What do you think is holding Credit Unions back?
Anne Tunnicliffe
Business Support Adviser
Gaps in skills and behaviours
• From the handout, how many of these are significant skills gaps?
• Less than 5?• 5 to 10?• 11 to 15?• More than 15?• Think about the CU that you know best when answering
Skills gaps
• From the handout, how many of these are significant behaviour gaps?
• Less than 5?• 5 to 10?• 11 to 15?• More than 15?• Think about the CU that you know best when answering
Behaviour gaps
Anne Tunnicliffe
Business Support Adviser
Filling gaps in skills and
behaviours
What are the main methods to bring in the skills and behaviours needed in Welsh credit unions?
• In contrast to other organisations, volunteer roles with credit unions should appeal to: • Numerate people with banking / finance backgrounds• People who want to use their skills but don’t want to do face
to face delivery roles• People who don’t want to do yet another fund-raising role• People who are attracted to challenge and changing
environments• People who like to see quick practical results eg., members
recruited, new loans issued
Selling points of CU board roles / senior volunteer roles
• Prepare a recruitment pack to sell the roles (see hand-out)• Get the word out about the roles • Change the structures so they don’t need to attend all the
routine meetings:• Sub-groups• Project groups• Task and finish teams
• Link them in with key Board Members and key staff members
Recruiting new Board members and senior (high skill) volunteers
• Decide which challenges to tackle in which order• Audit the Board and the organisation as a whole for gaps
in: skills, behaviours, motivations• Carry out succession planning (ensuring no existing
capacity / capability is lost)• Select at least 3 actions to attract in new resources to
build up additional capacity / capability• Use external help from AWCUSP team (Bill, John,
Rhidian, Annie)
Action checklist
Bill Hudson (Programme Manager)
Wendy Giblette (Programme Administrator)
The Social Investment Business
Suite 214 Temple Court
13a Cathedral Road/13a Ffordd Y Gadierlan
Cardiff/Caerdydd
CF11 9HA
T 029 20786453
www.thesocialinvestmentbusiness.org
Contact details for AWCUSP team
John Chell Email: [email protected]
Rhidian Morgan Email: [email protected]
Anne (Annie) Tunnicliffe
Email: [email protected]
Thank you for your attention.
AWCUSP Business Advisers
