performance hub magazine

issue #9 spring 08

Managing change
How support can help you transform p.8
Shock? Denial? Anger? How people react to change p.5
 

The Performance Hub works to help third

HUBS
sector organisations* (TSOs) achieve more. 

Performance Hub
(*charities, voluntary organisations,
|020 7520 2540
community groups and social enterprises)
helpline: 0800 652 5787
info@performancehub.org.uk
Our vision is of high performing TSOs
www.performancehub.org.uk
having a positive impact upon the lives
of millions.
Finance Hub
|020 7832 3016
Our overall aim is for improved third
financehub@cafonline.org
sector performance, and performance to be
www.financehub.org.uk
an integral part of the third sector’s agenda.

Governance Hub
Four specific aims contribute to this
|020 7520 2514
overall aim:
helpdesk: 0800 652 4886
• To increase TSOs’ awareness of the
governance.hub@ncvo-vol.org.uk
benefits of focusing on performance and
www.governancehub.org.uk
improve their ability to use performance
tools and approaches.
ICT Hub
• To increase and improve the performance
|020 7520 2509
support offered to frontline organisations
helpdesk: 0800 652 4737
by local, sub-regional, regional and national
ictresources@icthub.org.uk
infrastructure of all types.
www.icthub.org.uk
• To develop a more relevant, more effective
and more accessible knowledge base
Volunteering Hub
about third sector performance.
|0845 305 6979
• To strengthen the two way relationship
helpline: 0800 028 3304
between funders and TSOs on
volunteeringhub@volunteeringengland.org
performance issues.
www.volunteeringengland.org.uk/aboutus/volunteeringhub

For more information see our website at

www.performancehub.org.uk
The Performance Hub is a partnership. Charities
Evaluation Services (CES) is the accountable
body. CES and the National Council for
Voluntary Organisations (NCVO) are joint lead
partners. CES is a company limited by guarantee.
Registered in England and Wales no. 2510318.
Registered office: 4 Coldbath Square, London,
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Capacitybuilders through the ChangeUp
programme.
Workforce Hub
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Achieve More
Editor: Julie Pottinger |020 7520 2587 editor@performancehub.org.uk
Distribution: Kate Damiral |020 7520 2540 subscribe@performancehub.org.uk
Design and production: Public Life |07843 058485 mike@publiclife.co.uk
Contributors: Tracy Beasley, Richard Piper, Julie Pottinger, Diana Quay
Editorial board: Richard Piper, Tim Wilson
Copyright: © NCVO 2008 . While NCVO makes every effort to ensure the information in this
magazine is accurate, we accept no responsibility for any errors or issues that may arise from its use.
 

performance hub magazine

WELCOME IN THIS ISSUE

This final edition of Achieve More magazine looks at managing change, an issue
which will affect all organisations at one time or another. We present some key
News in brief 4
principles to help you navigate the process and take a closer look at particular types
of change: a change in leader and rapid expansion. Managing change in third sector
It’s a time of change for us too, with the Performance Hub coming to an end. Over organisations 5
the past two-and-a-half years the Hub has worked to help third sector organisations
How to... make the most of
achieve more through providing information, advice and training on performance
external support 8
improvement.

Through nine issues of Achieve More we’ve introduced you to some of the main Coping with a change
ways to improve your organisation. We hope you’ve been inspired to find out more in leader 10
and try out some of the ideas put forward. If you missed any issues, you can order
Case study: Small charity –
or download them from our website at www.performancehub.org.uk/achievemore
big changes 12
Good luck!
Does enjoyment matter? 15
Julie Pottinger, Communications Officer
March 2008
 
NEWS IN BRIEF

LOGO
Social enterprise
mark launched
A new ‘trading for people and planet’ logo is being piloted
to help social enterprises in south west England indicate to
customers that buying from them will help achieve social
outcomes. Applicants must provide externally verified
evidence that they are delivering social impacts, through
approaches or tools such as social accounting, quality
standards or sector specific regulatory requirements.
www.rise-sw.co.uk/socialenterprise
SERVICES
National Support Services
begin as Hubs end
Nine new services to help infrastructure agencies better
support frontline organisations will begin in April 2008 when
the National Hubs close. Four of the workstreams will cover
performance topics:
• Performance Management (led by Charities
Evaluation Services)
• Marketing and Communications (led by the Media Trust)
• Collaboration (led by bassac)
• Responding to Social Change (led by NCVO).

The other services cover campaigning and advocacy,

EXCELLENCE equalities and diversity, income generation, leadership and
“From measurement governance and modernising volunteering. There will also
be national capacitybuilding support on workforce and ICT.
to judgement” of
publicly-funded arts www.capacitybuilders.org.uk

A new Department for Culture, Media and Sport report

recommends that ‘excellence’ becomes the key goal for
cultural institutions. The McMaster Review explores how
public sector support for the arts can best encourage
excellence, risk-taking and innovation, while also adopting
light-touch and non-bureaucratic methods to judge the
quality of work. It also considers how a focus on excellence
can encourage wider and deeper audience engagement.

Commenting on the report, then Culture Secretary James

Purnell said, “If any part of our cultural sector is substandard,
doesn’t take risks, doesn’t push barriers, ducks difficult
questions, it’s not worth subsidising. Garbage in, garbage out.”

www.culture.gov.uk/Reference_library/Publications/
archive_2008/mcmaster_supporting_excellence_arts.htm
 
CHANGE

Managing change in
third sector organisations
Every organisation will
need to deal with change
at one time or another. Julie
Pottinger explores some
“Every organisation
key principles to help you
steer your organisation
will need to deal
to a desired future.
with change at one
Reasons for change
time or another.”
The causes of change can come
from within or outside your
organisation. External causes of
change might include changes to
the law, new funding opportunities
or increased competition from
other organisations. To help you
identify potential causes before
they happen, you could use a tool
such as a PEST (Political, Economic,
Social, Technological) analysis. 

An awareness of the need for

change can also come from a
review of your performance, such
as assessing your progress against
plans and targets, comparing
performance and practice with
other organisations or against
established quality standards or
reviewing your strategy. Changes
in key personnel, such as a chief
executive or senior manager, can
also create fundamental change.
(See ‘Coping with a change in
leader’, page 10.)

Julie Pottinger is Communications Officer for the Performance Hub

 
CHANGE

What types of change could include staff at different levels of the organisation, as
can we manage? well as external stakeholders.

Changes may be planned or unplanned. Obviously, the
sooner we recognise that they are happening or will need
to happen, the earlier we can start managing the process.
Changes can also be of very different scales, from tiny to
massive, and happen at different speeds. This affects the
timescales and resources you will need, and your decision
about who to involve and to what extent.
Change can affect different elements of your organisation
such as its purpose, its relationship with key stakeholders, its
ways of working or culture. Remember that changes in one
area will usually mean changes in another.
Choose the right approach
Culture is ‘the way things usually happen’ in an organisation
– the way people behave and interact with each other.
Managing change will be more successful if you choose
an approach that fits with your culture. For example, an
approach in which senior managers make decisions without
much consultation may fit well if that’s how things usually
happen, but is less likely to work if your organisational
culture is usually more democratic, involving staff at all levels
in decision-making.
Also, different approaches might be appropriate to different
situations. For example, it may be difficult to involve a range
of stakeholders if change needs to happen rapidly.

Key principles for Anticipate how people might respond

managing change
Lead, but don’t go it alone
Above all, managing change requires clear leadership. This
includes creating and communicating a clear vision for the
transition by answering some key questions: Why does this
change need to happen now? What will the organisation
look like afterwards? And who will it affect and how?
But this doesn’t mean you should try to manage change on
your own. It’s a good idea to build a core team of people
to help you drive change throughout the organisation. This
Understanding and anticipating people’s reactions to change
can help you support them to accept it and adapt to new
circumstances.
Organisational change can be very stressful for people for
a number of reasons. Some may fear that their job is at risk,
or that their role or working environment will become
unfamiliar. Others may worry that they lack the skills or
expertise needed for new systems or ways of working.
You might find it helpful to think about the stages people go
through when experiencing change (see below).

The Kubler-Ross Coping Cycle The Kubler-Ross Coping Cycle

says that people go through the
Active following transitional stages:
Anger • Stability
• Shock: initial paralysis on
hearing the news
Acceptance • Denial: trying to avoid
Stability the inevitable
Emotional Response

• Anger: venting frustration

Denial Testing • Bargaining: seeking to
negotiate an alternative outcome
Time
• Depression: realisation of
the inevitable
• Testing: seeking realistic
solutions
Depression • Acceptance: finding the
Shock
way forward
Passive
 

“Ensure that changes are

sustained and become part of the
lifeblood of the organisation.”

To overcome resistance, you can use allies in different parts

of the organisation, engage with people to address their
objections, and provide third party support. This support
could include training to help people learn new skills or ways
of working, or opportunities to talk about their feelings and
experiences.

Communicate consistently and honestly

It is vital to communicate clearly and honestly during a
period of change. This does not mean telling everyone
everything all of the time, however. Use your judgement
to decide what’s useful to say to who and when.

Planning your communications can ensure you communicate

the right messages to the right people, in the right format, at
the right time. First identify your stakeholders, then think about
what they need to know or understand and when. For each
group, think about specific messages and which communication
channel will best meet their needs. For staff and volunteers
options include face-to-face meetings or briefings, emails,
staff newsletters or extranets. For external communication,
you could use newsletters, events, emails, websites and press
releases. Make sure your communications are two-way, giving
people an opportunity to speak to you and ask questions.
Embedding the change
It’s important to ensure that changes are sustained and
become part of the lifeblood of the organisation. An idea that
can help with this uses the words un-freezing, moving and
re-freezing (Kurt Lewin). This idea says that in order to adapt,
people need to:
1 Unfreeze – give up old ways of doing things

2 Move – accept the need for change and use the support
offered to them to learn new ways of doing things
3 Re-freeze – adopt and become comfortable with new
ways of working.
Tactics to help with re-freezing could include removing
old ways of working, rewarding people for embracing new
working practices and building the changes into existing
management systems and structures.
Learn more
Performance Hub From Here to There –
Managing change in third sector organisations
(Performance Hub, 2008)
Barbara Senior Organisational Change
(Financial Times Prentice Hall, 2002)
An easy-to-read guide on the main approaches
to change management.
Roger Plant Managing Change and Making
it Stick (Fontana, 1987)
With a focus on practicality, this short book
guides the reader through the difficulties of
making change happen.
Charles Handy Understanding Voluntary
Organisations (Penguin, 1988)
This book looks at how voluntary organisations
operate, the challenges they face and how
managers can overcome them.
For further details of these publications, visit
www.performancehub.org.uk/publications
 
HOW TO...

How to... make the most of

Calling on outside help is a useful and often
vital step for organisations facing major change
or looking to improve their performance. Diana
Quay looks at the options available and how to
get the best results.

Why and when?

Developing and improving your organisation can be a
complex process. Few organisations can find all the expertise
they need in-house. External help can provide specialist
knowledge, skills and experience for a specific period of
time. Alternatively, an outsider can offer an independent
and neutral perspective if you need to facilitate meetings
or resolve difficult conflicts.

What’s available?
There is a wide range of support available including
third sector infrastructure organisations and commercial
consultants. Local, regional, national and specialist
infrastructure organisations offer a variety of training
courses, and often have ‘development workers’ who can
work closely with your organisation to address specific
issues. There is also a great variety of consultants, specialising
in everything from strategy, to governance and ICT.
Choosing the right support
Neither consultancy nor infrastructure support are regulated
fields – there is no independent assessment of quality or
agreed minimum standards. So there are risks: choosing the
wrong support could be an expensive mistake that de-
motivates everyone.
In order to choose the right support, make sure you’re clear
about what you need. Do you need someone with specialist
knowledge such as law or marketing or do you need to bring in
specific skills such as research, or mediation? How important is
it that the consultant has previous experience with third sector
organisations or your particular area of work?
Finally, be clear about your budget as the price of support
can vary widely. Many infrastructure organisations and some
consultants offer free services to third sector organisations.
Consultants usually charge a daily rate, which could be
anything from a few hundred pounds.
“External help can
provide specific
skills for a specific
period of time.”
Once you know what you’re looking for, contact relevant
infrastructure organisations – some of them maintain a
network of consultants. Ask other organisations in your
field or local area if they can recommend anyone. If you’re
looking for performance support, the Performance Hub
Support Finder is a good place to start at
www.performancehub.org.uk/supportfinder
Managing the relationship
Once you have found suitable support, prepare a clear brief
so that everyone understands and accepts the aims and the
process. Most development workers will give you a support
agreement to sign. With consultants, it’s helpful to agree a
contract at the start of your relationship, setting out milestones
and timescales so you can measure progress and contain costs.
If you are paying for external support, you won’t want any drift
or delay. Similarly, anyone providing you with support free of
charge won’t appreciate you wasting their time.

external support
“At the end, evaluate Learn more
the relationship and Performance Hub Support Finder
what it has delivered.” www.performancehub.org.uk/supportfinder
Communicate regularly with your consultant or development
worker throughout the project. This will help keep work on
track and ensure everyone feels involved and valued. Any
problems will be more speedily resolved.
Monitoring progress through meetings, reports and checks
on milestones should prevent costly delays or unhelpful
diversions. It will also be motivating for those involved, as
they begin to see gains and positive results.
If you’re unhappy with your consultant’s performance,
discuss it with them as soon as possible so you can work to
improve the situation or, if necessary, revise payment terms
or terminate the agreement. Be sure to check first whether
there’s been a misunderstanding or difference of perspective.
Sometimes disagreements may arise. Again, early action to
resolve these is essential, rather than allowing disputes to
fester and derail the process.

National Association for Voluntary and
Community Action (NAVCA)
A directory of infrastructure organisations, by
region www.navca.org.uk/liodir
List of third-sector-friendly trainers and consultants:
www.trainersandconsultantsdirect.org.uk
Jon Fitzmaurice and Jenny Harrow The good
guide to working with Consultants (NCVO, 2007)
Directory of NCVO Approved Consultants
(NCVO, 2007)
www.ncvo-vol.org.uk/publications
Action with Communities in Rural England (ACRE)
Directory of Rural Community Councils
www.acre.org.uk?zRCCNETWORK.htm
Professionals4Free
Signposting website for pro bono (free) support
www.professionals4free.org.uk
At the end, evaluate the relationship and what it has delivered.
Development workers and consultants will welcome feedback
as it will help them fine tune their services.
Implementation
Make full use of the time and money you’ve spent on
the consultant by discussing any recommendations made
and agreeing how to implement them. Make sure you
communicate the results to people across your organisation
as this will demonstrate the value of the support you
organised and improve their motivation to implement
any changes.
Also, hang on to any data and information gathered by the
external helper. This may well prove useful for other aspects
of your work and for future evaluations.
 10
LEADERSHIP

A new leader can bring

Coping with a fundamental change to an

organisation.Tracy Beasley
explains how trustees can

change in leader effectively lead their organisation

through this transition.

A change in leader brings the potential

for a new approach and new ideas,
and for unrest or apprehension from
employees and volunteers. How people
across the organisation respond to the
change in leader will depend on their
feelings and attitudes towards both
the outgoing and incoming leader.

This is where the leadership role of

the board truly comes to the fore, by
setting the tone for the new leader
and the organisation. It is the board’s
responsibility to instil a sense of belief
in the change of leader across the
organisation, as well as to support the
new leader in their first few months.

As with any change, managing a change in

leader requires preparation, acceptance
of what the change means to the
organisation and a commitment to drive
it forward.

1. Preparing for
your new leader
The earlier you start to prepare for
a change in leadership, the easier it
becomes. It is now widely recognised
that succession planning and developing
and attracting talent are key to creating
a sustainable organisation. In a recent
Leadership Centre study, the average
length of service of a chief executive of a
medium-sized charity (over £100,000 and
under £5 million turnover) was estimated
as five years. Therefore, the time to
consider what your future leadership
requirements might look like is now!

Tracy Beasley is Manager of the Third Sector Leadership Centre


Things to consider:
On mission?
Is your organisation suffering from mission drift? The period
before a new leader arrives is an ideal opportunity to reflect
on your organisation’s strategic direction. Is your strategy
clear and have you analysed the skills you need to drive this
programme of work forward? If not, is it time to step back
and review your strategy, or will you make this one of the
first tasks of the new leader?
Analysing the skill set
Different organisations need different skills from their
leaders at different times. Compile the role profile of your
new leader by analysing the skills and knowledge needed
to fit the requirements of the post and the challenges your
organisation faces.
Seek and you shall find
Good selection processes ensure that appropriate candidates
‘self-select’ by proactively applying for the job. This means
you need to promote the post clearly, using media that
match your required skill set. Try ‘unusual suspects’ such as
networks and professional associations.
2. Accepting the new leader
into the organisation
As trustees, meeting the new chief executive early
on helps ensure a smoother transition period and
builds better relationships. A structured, if simple,
induction programme is vital, including a period of
time for discussion and reflection on the leadership
role itself and how it works in your organisation.
The induction could include:
Knowledge transfer
The trustees are the custodians of the ethos, values and
history of the organisation and have a responsibility to
transfer this to the new leader. This needs regular, not just
one-off, communication. This should include communications
between the outgoing chief executive and the board of
trustees, who then communicate with the incoming chief
executive.
Communicate, communicate, communicate
Establish regular meetings with the new chief executive as
soon as possible, including social events. Ensure that staff also
have an opportunity to meet the leader early on and that
they understand the reasons for your choice and what this
11
means for them. Resistance to a new leader will ultimately
make the trustees’ role much harder.
Crucial conversations
Take time to understand the background and values of
your new leader. Be open to discussing their new ideas and
methods and exploring any differences in your views. This
will set a positive tone for resolving differences with the new
leader in the future.
3. Developing and supporting
the new leader
The role of trustees in developing a new leader is never
over. Trustees are well placed to mentor and coach
the new leader and to use their specialist expertise to
help resolve particular problems. By developing today’s
leaders and planning for your future leaders you will
help to secure your organisation’s long-term success.
Learn more
Developing chair and chief executive relationships:
Association of Chief Executives of Voluntary
Organisations (ACEVO) www.acevo.org.uk
National Council of Voluntary Organisations (NCVO)
www.ncvo-vol.org.uk/askncvo/TrusteeGovernance
Developing leaders and tools to assess
leadership capability:
Third Sector Leadership Centre
www.thirdsectorleadership.org.uk
Talent management and good human
resource practices:
Chartered Institute of Personnel Development
www.cipd.co.uk
Workforce Hub www.ukworforcehub.org.uk
 1
CASE STUDY

Noelette Hanley, Manager, dancing with a former trustee Photo: Ben Hodson
 1

Small charity –
big changes
When a small community organisation
began to expand, it had to make major
changes to safeguard its future. Diana Quay
talks to the manager of Luton Irish Forum
about overcoming the challenges involved.
LIF started in 1997 as an ad hoc support network for
Irish people living in Luton. Its board and volunteers
worked closely with each other, organising events to
promote Irish culture and small-scale activities to address
community needs. It had little funding, no premises and
no full-time staff. By 2000 this was no longer the case and
from 2002 LIF began to expand rapidly due to a substantial
increase in Irish Government funding for voluntary
organisations working with Irish communities abroad.
“It was very motivating to take time out to do this.
It reassured us we were on target and gave us ideas
for moving forward.”
The next stage was to recruit an external consultant to help
the manager, staff and trustees look at services and roles
and consider potential development. The consultant held
preparatory meetings with the board and Noelette before
facilitating an ‘away day’ session for staff and trustees.
“This really helped, as the changing role of
trustees and becoming familiar with the new role
of manager was a difficult key issue and is still
something we’re trying to balance.”

Recognising need
for change
By 2006 LIF had three full-time staff, a keen and sizeable
group of volunteers, healthy membership numbers and its
own community centre. But it didn’t have formal systems,
transparent financial processes or structured supervision.

With a new building to run, growing membership demands

and opportunities for major funding, LIF recognised it needed
to address its high-risk shortcomings. The first step was to
alter its status from solely a registered charity to a charitable
company, removing trustees’ personal financial liability. The
second step was to recruit a full-time manager. Noelette
Hanley was appointed.

Going about it
Noelette’s priorities on joining LIF were to oversee the
relocation of premises, and review policies and procedures.
She introduced professional accounting software and formal,
transparent financial procedures. Her next priority was
to review LIF’s performance by comparing it with other
agencies providing similar services. That included a trip
to an organisation in Leeds to study its development
and structure.
 1
CASE STUDY

Getting buy-in
While all involved recognised the need for change, there was
some initial resistance. The trustees were so used to handling
day-to-day activities that stepping back and dealing with the
strategic view while leaving staff to run things was unfamiliar
territory for them.

“The board had been very proactive in day-to-day

operations and used to directing the staff. So it
was difficult for a while to get the board and staff
to channel their communications through me. We
also had to establish that staff, rather than board
members, would take charge of our everyday
operational activities,” Noelette explains.

The board is now removed from daily involvement but

receives a full monthly account of LIF’s activities. Getting
used to new systems and policies was also difficult, as LIF
secretary and trustee Frank Horan confirms:

“The accounting systems are quite sophisticated. Top tips

Some of our people are not professionally qualified
so it’s been a big learning curve that’s still going Noelette’s top tips for successfully
on. But we are very lucky to have excellent staff.” managing change:

Noelette credits extensive consultation for the successful
outcome. A survey and consultation at both group and
individual levels meant staff and volunteers as well as
trustees were included in the decision-making. And that kind
of consultation continues.
“I have an open-door policy. We also hold a
general meeting once a month.”
Reaping the benefits
LIF now has a three-year business plan that sets clear goals
and confirms its mission. It has trebled its user numbers
and has greatly improved its partnerships with local black
and minority ethnic organisations. It has also increased its
local profile through the local media and the local authority.
One challenge is that user demand for the centre means an
extension is now needed – and the welfare staff are working
at full capacity.
User feedback is excellent, with a regular postbag of
appreciative cards and letters, and the 55 volunteers who
assist the four full-time and two part-time members of staff
are highly motivated.
1 Set priorities and deal with the
high-risk problems first.
2 Pace yourself. It’s easy to get carried
away and think everything has to
change immediately. It doesn’t.
3 Involve staff, volunteers and other
stakeholders in your decision-making
and keep them fully informed.
4 Learn how other organisations
deal with change.
5 Use external support. Help from a neutral
source can resolve internal issues.
6 Make use of local training opportunities.
7 Try to get local media coverage for your
successes; it can be very rewarding and
motivating for staff, volunteers and users.

“The process has been hugely rewarding…

The amount of commitment is superb.”

OPINION
Does enjoyment matter?
For years now, many third sector organisations
have, quite rightly, been focusing on outcomes:
the changes, benefits, learning and other effects
that result from our work. As part of this, we’ve
become used to making a distinction between
whether a user enjoys a service, and whether
they benefit in other ways.
But could this distinction take us down a dangerous path?
Have we begun to believe that the only things that matter
are permanent changes to people’s lives? This view puts us
at risk of losing something essentially human: the short-term,
fleeting enjoyment of using a service. A society that cared
only about permanent changes might be a joyless place.
When I was helping gain charitable status for a football club
for black boys and girls in South London our application
waxed lyrical about the benefits of improved self-esteem,
discipline, health, and understanding the value of team
working. But looking back I realise we said nothing about the
enjoyment of actually playing football. Wasn’t that important?
When my girl went to the local playgroup, she no doubt
continued her physical, social and intellectual development and
“When working with people with
great need, we should help them
enjoy their time with us.”
Richard Piper is Joint Manager of the Performance Hub
15
learnt about sharing (and snatching!). But when I worked with
the organisers on a funding application, the form didn’t ask
whether she enjoyed playing with toys while she was there.
Her enjoyment was ‘just user satisfaction’ and not valued as an
outcome. Her play was not valued unless it led to learning.
And in the arts, while profound paintings, poignant plays,
and poetry performances may all encourage empathy or
help us to see the world differently, more popular arts such
as pantos or TV programmes may just entertain us. Is this
entertainment not an outcome?
I’m not saying that we should turn away from the massive
needs in our society and move towards pleasure-seeking.
Rather, when working with people in great need, we should
help them enjoy their time with us, regardless of whether
we can also help them turn their lives around.
So let’s stay focused on long-term outcomes by planning for
and demonstrating our lasting benefits to society. But let’s
also remember to value the enjoyment that people get from
using our service in its own right. After all, human lives are a
succession of fleeting moments. Let’s make those moments
pleasurable and enjoyable whenever we can.
From here to there
Managing change in
third sector organisations
OUT
NOW!

3
Whether they want to or not, all third sector
organisations have to deal with change.

This Performance Hub guide is aimed at leaders and

managers of third sector organisations, who may be
involved in leading change. It will help you to understand
different types of change, choose the right approach and
plan for a change that lasts.

From here to there builds on established management

theory and contains direct learning from third sector
leaders and managers.

Mar 2008
ISBN: 978-0-7199-1752-3

Price: £12

Order your copy now from

www.performancehub.org.uk/fromheretothere
or call 0800 2 798 798.