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Mark Shilcock Mark Shilcock, OurGateshead Officer

As we learn more about coronavirus and the possible steps we may need to take to control the spread, it appears that more of us may need to work from home in the near future.

The majority of my work (developing Gateshead’s community website is online so I have been able to work from home 2 days a week for the past 3 years. Whilst working from home has major advantages, including zero time spent commuting, it also comes with a few challenges. These include the need to be organised and self-motivated. Loneliness or at least a feeling of being ‘out of the team’ was also a challenge that I needed to take positive action to overcome.

It took some experimentation for me to find the most productive way to work from home. I hope these tips will help you quickly get into a new working pattern so that you get most out of working from home.

Tyneside Council of Social Service – Newcastle Council for Voluntary Service – Connected Voice

As we approach the end of our 90th anniversary year, we have summarised 90 years of action in just eleven key points. We've also collated memories from those who worked with and for our organisation since 1955:

Jacqui Jacqui Jobson, Advocacy Director

A General Election has been announced and will happen on 12 December 2019. The deadline to register to vote and to register to vote by post is midnight 26 November 2019. During this time we have an opportunity to make a difference by supporting people who may be disenfranchised from voting without our support.

I have just returned from the National Advocacy Conference feeling inspired and emboldened to fight for social justice and equality for everyone. I’ve been thinking about the most basic right that some of us take for granted, which is the right to cast our vote and have a say in who governs our country.

Sally  Sally Young, Chief Executive

I’ve just finished contributing to the eighth (and my final) report on the state of the voluntary sector locally. We called it Canaries in The Coal Mine. Martin Gollan and I have been doing reports since 2010 on the key issues impacting on local voluntary and community organisations. We have looked at different areas (Walker), themes (disability), emerging problems (food banks) and we have also examined public sector behaviour (commissioning).

Our suite of reports illustrates the flexibility and creativity of local organisations trying to respond to the impact of Government policy, the shrinking state, recession, population shifts and changing economic circumstances.

In 1937, Newcastle journalist James Spencer published a collection of local people and places – a chapter called ‘They do good quietly’ introduced Miss Teresa Merz one of the most remarkable women in the North East.’ ‘Though few people are aware of her activities, she has been a lifelong social worker, and knows the underdog as well as anyone in the kingdom.’  Teresa Merz was one of the founders of Newcastle CVS. She was also honoured by the Crown Prince of Serbia and the Red Cross for her work with war victims in the Great War, was appointed as a magistrate in 1921, and in 1928 Teresa was awarded an OBE.

Amy McKie Amy McKie, Marketing and Communications Officer

Here at Newcastle CVS our Support and Development team has four Infrastructure Officers who are dedicated to providing specialist support to charities, social enterprises and community organisations to help them be successful.

As you can imagine this is an immensely varied job and not without its challenges and sometimes unexpected turns. Luckily, our Infrastructure Officers are experienced in handling a variety of queries and supporting all kinds of projects across Newcastle and Gateshead.

I caught up with Barbara, Debra, Emma and Nicola to ask them what they get up to on a typical day and find out if they have any advice to offer on what makes a project successful.

Barbara Hind Debra Lagun Emma Warden Nicola Dale

Sally  Sally Young, Chief Executive

Should I stay or should I go? This isn’t just a great song by The Clash but a genuine dilemma that leaders will face throughout their career.

Sometimes there’s an external pull - that other job you have always wanted or an internal push - you and your Chair REALLY don’t get on or there are major problems you genuinely can’t resolve at work. Of course there is also real life - birth, bereavement, divorce / separation / relationships and illness - which often makes us review our priorities. But what if everything is going well - supportive Board, finances and operations in order and it feels right? When is too long, too long?

I’ve often thought seven years in a Chief Executive role was the optimum - you are there long enough to understand the organisation and the role, change and deliver what’s needed, but recognise you can leave without the organisation being restricted to your style. Also I like a challenge and a change - but not everyone feels like that. However I have seen some great leaders who have been there for over twenty years and they continue to inspire and keep fresh and have lots of ideas - but often they are memorable because they are the exceptions.

Jack  Jack Summerside, Infrastructure Officer

The first paragraph of this article was originally published in Autumn Inform magazine

Last year, I wrote about how presenting something as simple as a lunch club more clearly in terms of its social impact could make it more attractive and relevant to funders. If you’re a smaller or more generalist voluntary organisation, the chances are you don’t fully highlight the value of what you offer in terms of improving the health and wellbeing of the communities you serve. Why not try stepping back from what you currently offer and think about what health impact it has on current users? Who could benefit from it further, and what new doors might open if you presented the offer differently? Even if you do not find any indirect health benefits in the work you do, is there an opportunity to share health messages to your beneficiaries?

Sally  Sally Young, Chief Executive 

In summer 2018, I was asked by the Newcastle Voluntary Sector Liaison Group to provide a paper around food poverty in Newcastle. Newcastle City Council had done a significant amount of work in relation to their response to the impact of Welfare Reforms. Newcastle was the first city in the UK to experience full service Universal Credit.

I wanted to do a paper that provided a nuanced approach; not just refer to the well-known West End Foodbank, which is the largest in the UK and the well-respected People’s Kitchen which has been active for over thirty years, but how other organisations approached the obvious rise in food poverty. Also, and indeed more importantly, how did food poverty affect people and particular communities?


 Martin Gollan, Support and Development manager

Leaving an organisation that you’ve worked at for thirteen years is unquestionably a time for reflection and thinking what have you actually done all that time? This question becomes trickier if, as I have, you’ve been mainly working in the rather gnomic area of policy, networking and representation, where the journey between intention and result can prove to be a considerable and a winding one. 

Arriving at Newcastle CVS in 2005, it was a time of relative abundance for public sector budgets and spending. Newcastle City Council’s net revenue budget for 2005-06 was £348.5 million, an increase of £4.8m on the previous year. Contrast that with its budget proposals for 2019-20, where net revenue is set at £226.2 million, dropping to £223.2 million in 2020-21.