INTERVIEW ‘‘The financial support is much diminished and it changes


the way we have to operate,’’ explains Tony. ‘‘If we go for a contract we have to be really careful as


many care contracts aren’t financially viable. If the local authorities are looking to move out of care work themselves and contract it out, we have to be cautious because TUPE applies and some people transferring could be on a final salary pension and that would absolutely cripple us. ‘‘To be fair, the local authorities have no choice but to cut


and cut as they’re not having money released to them. The reality is that the country owes a lot of money and I think what we’re seeing now is the down-scaling of statutory and voluntary sector services.’’ While money is tight, the requirement for charitable


support has only increased and this creates additional pressures not only for charitable organisations but for society as a whole. ‘‘The funding cuts of the past few years and the


withdrawal of many benefits, due to the tightening of eligibility criteria, has led to more and more people approaching us and needing our help. Many of the younger older people, for example, are struggling to cope with ageing parents as well as struggling themselves. Financial income is a real issue now for a lot of people. ‘‘Even before entering old age, none of us are quite sure


about what our pension schemes are going to look like and whether it’ll be enough to live on. The longer we live, the less money we have in our pockets and that’s part of the problem. Another problem is that, through no fault of their own, older people can become a burden on the health service, especially if it isn’t possible for them to stay in their own accommodation anymore. ‘‘This is why we keep hearing that our hospitals are full


of elderly people. They shouldn’t be, but they have nowhere else to go. Care in the community is expensive. I met a gentleman the other week who was paying £1,600- per-week in a care home and the only way he was able to do that was by selling his property. This doesn’t just effect the individual concerned, but his family too.’’ Financial pressures among families and individuals also


have a direct impact on Age UK’s ability to increase its revenue streams, meaning that new sources of income need to be found if the charity is to continue to affect positive change, as Tony explains. ‘‘Increasingly we are finding the quality of donations for our


shops is not what it used to be. Financially, many people are not as well off as they were and they’re looking to generate money of their own and are using sites such as eBay and going to car boot sales. Given the requirement for our services, we’re under huge pressure to create additional income streams and you can only have so many charity shops. ‘‘Also, many charities are working in a local area, in our case


Leicester Shire and Rutland, and we can’t go outside of that area so we’re working hard to generate legacy income. We’ve introduced a scratch card, working closely with Chamber members by introducing a Business Club for the private sector, as well as asking companies to sponsor projects.’’ The way Leicester Shire and Rutland Age UK engages


and interacts with existing or potential stakeholders is evolving out of necessity and Tony sees big opportunities through partnerships with private sector organisations. ‘‘The relationship with local authorities has changed


dramatically with regards to social care. You’re now seeing more and more private partnerships being created. ‘‘A lot of businesses simply don’t have the kind of money


and budgets they once did for, say, sponsorship, so they’re looking to develop partnerships that help with their corporate social responsibility (CSR) and these relationships are becoming very important to charities such as Age UK. ‘‘We get a lot of calls from companies, even without us


approaching them, and they tell us that they want to work with us. The fundraising they can facilitate might not always produce a lot of money but what they’re offering is the energy and motivation of their staff. For example, they’re prepared to allow staff to come to us for a day and give in-kind support, saving us money in the process.’’


24 business network December 2016/January 2017 Tony is honest about the challenges non-profits face but sees opportunities for the sector Tony believes such relationships bode well for the future


but is adamant that, in order for them to be sustainable long-term, these arrangements must benefit everyone, not just the charities. ‘‘I’m excited that this new ethos of working in partnerships


is evolving. It may open doors. It gives us opportunities moving forward and helps us to raise awareness. ‘‘We’re always interested in hearing from companies that


want to increase their corporate social responsibility. Even if they don’t have any money to offer, we can take advantage of their skills and the company gets positive publicity. That’s how it has to be. It’s not just about supporting Age UK, partnerships need to be two-way, it’s about supporting each other.” ‘‘CSR is helping us get our message across. For example


Age UK is down to the final two in Morrison’s Charity of the Year initiative. It’s worth several millions of pounds which can make a huge difference going forward.’’ People are living longer and the demographics of society


are changing. The over-60s, for example, is now the fastest-growing age group in the UK. Yet, there can still be a stigma attached to old age and it


is a complex and uncomfortable subject that the charity has to tackle and this in itself can create issues. ‘‘Up until fairly recently, people didn’t knock on Age UK’s


door until they were in crisis,’’ says Tony. ‘‘We’re not perceived as a ‘sexy’ organisation. None of us


want to be reminded that we’re getting older but the reality is that we are. People traditionally have come to us late in the day when the reality is that if they’d come to us earlier we could have done a lot more for them.’’ But what of the future? Tony is open and honest about


the challenges and difficulties facing charities and acknowledges that age-related matters will continue to be a battle for individuals and society as a whole. However he has an outlook and a mind-set that touches


on the positives. With this in mind, he is keen to also focus on the favourable aspects of getting older. ‘‘There was a time when I could stand in front of people


and tell them that old age was a time of fulfilment, but I can’t say that anymore because in many cases the only people that qualify for support are the very frail. ‘‘However, the way I look at it, there are plenty of opportunities for individuals that are in, or approaching, old age. We need to strive to create conditions whereby old age is a period of life to look forward to and enjoy. It’s important that Age UK helps facilitate this ethos.’’


‘Age UK is down to the final two in Santander’s Charity of the Year initiative. It’s worth several millions of pounds which can make a huge difference going forward’


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56