Jobs ‘deleted’ at Friends House
Tension at Friends House in the wake of reorganisation
There was tension in Friends House last week when three Britain Yearly Meeting (BYM) posts were ‘deleted’ with imminent redundancies.
Three senior staff members were informed that their positions were being stopped, but were invited to apply for two new roles. One new post for head of communications and fundraising, and another for a fundraising manager, were advertised in the Friend last week. The advert was revised for this week’s edition, which some sources say indicates the haste of the reorganisation.
The changes are thought to be part of the ongoing restructuring process. Although the management is officially committed to consulting with the union at a ‘formative stage’, there is unease and disquiet among staff about the process so far.
A statement released by BYM on 15 July said: ‘Bold decisions by BYM trustees to adopt new strategic priorities and to move to a model of “Meeting-centred” support will lead to changes in parts of BYM’s staffing and structure. The recording clerk, Paul Parker, this week announced plans to strengthen communications and fundraising capacity.’
Paul Parker said: ‘BYM needs to adapt so we remain able to work for a sustainable and peaceful world, and to support our Quaker communities to thrive. This is about using BYM’s resources well, and simplifying our structures. Our communications staff are professional, skilled and hard-working. They currently work in two discrete teams, so we’re proposing to move to an integrated communications and fundraising team. We’re also adding fundraising staff. Although BYM’s income has been buoyant in recent years, we rely on increasing Hospitality sales, which isn’t sustainable. Legacy income is falling and contributions from Friends have fallen in real terms for at least twenty years…We regret that three posts would be deleted; but five jobs would be created, one adapted and one moved. Final decisions will be made in early September, following a formal staff consultation process.’
The restructuring plans were explored at the Meeting for Sufferings session ‘Support for Meetings – beyond the Vibrancy pilot’ session this month, where trustees emphasised that hard decisions were still ‘up in the air’.
Comments
I worked in a sector where reorganisation took place and was very badly managed, although it was promoted as very successful. Staff were stressed over a long period; some have never really recovered. Excellent staff were lost. Huge sums of public money were wasted.
I am involved with another organisation where a similar restructuring took place, with similar results.
I must have faith that Trustees and YM will be cautious and sensitive. The results could be exciting if properly managed.
By avrildawson@hotmail.com on 19th July 2019 - 10:27
I have been subject to several organisational changes, and have led some as well. The most successful ones are those that are truthful, honest and open with colleagues, and take a circumspect approach. Fully consult. No daft language about being “bold” etc. Take some time to make the decision, but once made, act quickly
By michael1000richardson on 20th July 2019 - 1:16
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