On the QVT blog today we chat to our CEO, Ingrid Tennessee, about her vision for the charity for the next 5 years, how the charity is faring post-pandemic, and the highs and lows of being a leader during challenging times…
How is QVT faring 3 years on from the pandemic, and what is the charity sector like in general post-pandemic?
QVC is faring well post pandemic, but I believe that this is attributed quite largely to the fact that we have been lucky, rather than that this has been planned.
Now that the pandemic is over there are many other challenges that are facing charities. For example, the fuel crisis, the increasingly high cost of living, the effects of the Ukraine war, the big resignation, and the fact that recruiting and retaining staff is difficult. I don’t think these challenges are unique to QVT, but that they affect wider society.
QVT therefore, has to be proactive in reviewing our strategy in order to be able to effectively respond to current and future challenges which will no doubt come our way. This is why I am undertaking a Business review, to understand where our strengths and limitations are, and where and how we can maximise our capabilities to ensure that we not only remain sustainable, but can take the next steps towards business development and growth.
How is the cost-of-living affecting the supported housing sector?
The cost of living is really affecting the supported housing sector through increased utility prices, procurement, contractor costs and increases in landlord rents . When it comes to staff we don’t pay as much as the private sector. So of course we have to put in place other benefits in the way of a robust support package, to offer them that extra bolster. As a charity we have to strike a good balance between paying what is right, and paying people enough so that they want to stay working for the company.
Our clients are on welfare benefits, and of course the benefits are not reflective of the increased prices they now have to pay for commodities. There is definitely a challenge around affordability of everyday necessities.
Have there been any obvious big changes for QVT? Key learnings since the pandemic?
When we look at the overall picture, with cost of living going up exponentially, the mental health of those who work for us and those who receive our services, is really suffering right now. We are experiencing heightened sickness levels and so have put a counselling helpline in place for employees, and an inhouse counsellor for clients. This reduces the time that they would have to wait for GP appointments. Our focus is on making sure our staff feel valued and supported and that our resources are injected into the business for the benefit of our beneficiaries.
With the Exempt Accommodation Regulatory Bill going through the House , QVT now has to start planning for its implementation and what that will mean for our business. As providers of supported housing, and as a regulated provider, we have to think carefully about our offering. It is crucial that we have an effective and agile Quality Assurance framework in place to monitor the quality of our service delivery. This includes both our accommodation and interventions. I am working with our teams to ensure that we are pre-emptive in preparing for new regulatory standards for compliance. These will include a new National Supported Housing Standard which all supported housing providers will have to adhere to.
In May of this year our Board, which includes 5 new Trustees, will be meeting with the Executive team to review our strategy. It is an exciting time for us as many opportunities are being presented for sector partnerships. I intend to lead the dynamic implementation and review of this revised strategy over its 5 year period.
What are the biggest challenges you find being the CEO of a charity? And the most rewarding things about being a CEO?
The biggest challenge is that we are operating in an uncertain environment and no amount of horizon scanning will fully capture what the future holds. So it is essential that my leadership team and I are able to effectively lead and motivate our teams to ensure that they remain engaged and committed to our purpose and that they enjoy work/life blend. I know that if we look after those who serve the business, they will look after the business, and it is our business to effectively look after those who place their wellbeing in our care.
The most rewarding part of being a CEO is the opportunity to shape and influence the direction of QVT. As the leader, I have the ability to set goals, develop strategies, and make decisions that can have a significant impact on the success and growth of the business. Additionally, my role involves working with talented and dedicated individuals who are passionate about their work. This is incredibly motivating and inspiring.
Finally, seeing the positive results of my efforts and the efforts of my team, whether it’s increased revenue, increased customer satisfaction, or a successful business review leading to a revised strategy, can be incredibly fulfilling and make all the hard work and long hours worthwhile.
I am definitely in for the long haul!
Thanks so much, Ingrid, for this insightful interview – you can read more news, interviews and thought pieces over on the QVT news blog