PM2: Scaling up

delivery, not overheads!

Tim Snowdon, Chief Executive,

Changing Tunes

Ice Breaker

Your name

Who you work for?

What you do?

What’s your favourite song or lyric and why?

Scaling up delivery –

not overheads!

What is going to happen

this afternoon?

Learn about franchising in the charity context

Consider the opportunities and threats of replication

through franchising for your charity

Explore some options that may be suitable for you

Find out where to learn more

Three talks and three short workshops

Who – Why - How

Changing Tunes - 1987

Changing Tunes –

in 13 prisons

Changing Tunes –

Post Release

Changing Tunes –

Outcomes?

Relationship-driven

Leads to 75% reduction in

offending

‘Indicative’

The importance of evidence

Government support?

Why grow?

Expand or die!

Just to keep the

fundraising going

Expand because there is

a need

Is there already

someone else offering

your services?

Workshop 1

Introduce yourselves

Why did you come to the workshop?

Are you thinking of expanding your work?

Is there a need for you to expand your work?

Changing Tunes’ rationale

for growth

Changing Tunes was aware how many prisons and

ex-prisoners we were:

A. Not working with

B. Losing contact with when moved to other prisons

C. Released into areas where we have no musicians

Potential to increase percentage of ex-prisoners

worked with

No one else was delivering the service we offered

How should we grow?

Open Source

National Charity

Satellite Charity

What we considered –

Option 1: Giving it away

Open source charity

Low cost

Not resource intensive

But....

How do you ensure standards?

Huge potential risk to the brand

How do you co-ordinate fundraising?

What we considered –

Option 2: National Charity

The well trodden path……..

But….

Higher costs (40%)

Less connected to the local community

Less entrepreneurial

Less adaptable to local risks and opportunities?

What we considered –

Option 3: Satellite Charity

An independent charity (reporting to its own

trustees) whose area of work is geographicaly

defined and whose activity is based on a contract

signed with Changing Tunes

We see our role as catalysts, training and enabling

individuals to replicate what we have already

proven to work, but giving them the control and

ownership to manage and develop this work in the

long-term

A fundamental difference!

Excuse me would

you like £60,000

Why Franchising?

Keeping it local

Post-release work is dependent on local community

groups

Helps engage local support, both volunteer and

fundraising

Unpopular cause

Local knowledge

Why Franchising?

Keeping it small

Easier to manage

Flatter structure

More responsive to human needs

More adaptable and responsive

More entrepreneurial

Unavoidable culture change when you reach 40 or

more staff

Why Franchising?

Keeping it sustainable

Lower costs

Spreads risk and knowledge

More effective

More adaptable

Better engagement with local funders

Workshop 2

What would be the pros and cons of franchising for your

organisation?

?

Preparation

Research

Trustee/supporter engagement

Business Plan

Talk to funders

Preparation

Handbook

Start-Up Manual

Operations Manual

Contract

How to franchise:The processes we have explored

Director First

Chair of Trustees First

Partner Charity

Fundraising & resource

considerations

No such thing as a free

lunch

Resources

Start-up funding

Helping new franchises

with fundraising

Challenges

Start-up funding

Recruitment of trustees / building relationships

Timescales

Distances

Signing contract

What does it feel like?

Change management

The joy of networking

Seeing a new Changing Tunes registered

Seeing new work start

Workshop 3

What is the next step toward franchising for your charity?

Do you know of any charities which might want to franchise?

Q&A

Find out more

Wish You Were Here conference,18th March, London

www.changingtunes.org.uk/wishyouwerehere

Web portal