I've an appraisal due. For some reason, no-one's ever thought to set up a Paces CEO appraisal before now. Although a first appraisal can only set future targets and not assess performance to date, it's led me to reflect on the past year. Three key points emerge:
1. In my mind, the single most important driver, for which I have felt
most accountable to everyone, has been the agreed strategic objective to deliver a
robust business model. I have interpreted this:
a) first and foremost, completing a restructuring of Paces Group to achieve:
- a more readily understandable 'offer' ("what we do") by the charity
- 'clear water' between the charity & its two subsidiaries, especially financially
b) reorganising the management team so that all our conductive education services will be the responsibility of one person - completed
2. The second driver, on which the achievement of the first depends, has been ensuring we have financial systems in place, in order to:
- deliver reliable financial information to all who require it - managers, Trustees, auditors
- put effective financial procedures and processes in place.
3. We have been especially aware of the need for improved external relations - especially the reputation & visibility of the charity and its work. So much resource this past year has gone into:
- on the national stage - making approaches to Government, DfES, MPs and running the third national conference in London.
- on the Sheffield citywide stage - attempting to engage Paces in strategic planning for special educational needs/cerebral palsy in Sheffield
- the wider South Yorkshire stage
- the local High Green community stage within which Paces is located.