Factors Influencing the Expansion of Silver UK in Haringay

Silver UK Charity plans to expand its operations in Haringay, London. The internal and external factors favorable for coexistence include political stability, economic growth, advance technology, supportive environmental and legal reforms. A £5 million grant from the Big Lottery Fund will be invested to support the expansion. Silver UK's corporate governance and structure align with the UK Government reforms. The charity should utilize its funds judiciously, considering the society's expectations. London Borough of Haringay offers a competitive cost for infrastructure and environment, making it an ideal location for expansion.

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Prepared By

I. Executive Summary
II. Introduction
III. Objectives
IV. History
V. National Pilot Launch
VI. Corporate Governance, Mission, Vision and stakeholders of The Silver Line
VII. The Silver Line’s Organizational Structure
VIII. Environmental analysis to analyze the viability of this expansion
IX. PESTLE analysis in checking Viability of Expansion
X. Challenges while fundraising
XI. Recommendations for managing this Expansion

Executive Summary
This report covers external & internal environment, resources surrounding Silver Line UK. The
core emphasis lies in the strategy planned & involved in key analyzing company’s strength &
competence.
The Silver Line UK was established to support lonely and isolated older people. With a trained
staffs it provides care which supports free laugh & cry through helpline. Silver UK with key
vision to serve more & expand in a new place, the funds utilized from the clients & other donors
should be well aligned with the vision & mission of the organization. A PESTLE analysis was
done in the new area ‘London Borough of Haringay’ for Silver UK to set up.
Introduction
The Silver Line Organization is a charity serves isolated elderly in the UK accessible seven days
a week, 24 hours a day. As a background Silver UK is a charity which offers a free confidential
telephone helpline which provides support, care, guidance, offering information & friendship to
older people in the United Kingdom. It is limited by guarantee. It was established on the
foundation of helping & providing a free consult to older people who are lonely & has no one to
take care off. Since the organization is a charity types hence operational & communication with
the board of trustees to the clients to stakeholders & community needs to serve long term
perspective goals. The fundraised through the client or via public has to be judiciously used
while expanding in a new city or division. In-depth analysis was done on London Borough of
Haringay to conclude if the expansion plans of Silver UK is sustainable & viable from a long
term perspective.
Objectives
Silver UK helpline was established on the below objectives & aims:
 To be best available helpline which provides solace to older people
 To provide healthy support & advice
 Requested callers to be redirected to the local groups
 Offer information & regular friendship calls and services
 To guide & protect those who fall in an abuse trap and feel neglected
 To offer free laughs, cries, share sorrows, misery & provide a breakthrough for elders who
are imprisoned with emotions
 To recruit more people/trained staff that could do counsel, guide & do a brief, continuous
weekly/routinely follow ups with the older people to make them emotionally stable &
spread happiness.
The identified callers for a better resolution will directed to organizations such as Contact the
Elderly, Samaritans, WRVS or the Townswomen's Guild.

History
Esther Rantzen after the death of her husband felt aloof , lonely & understood the misery of
millions of similar aged people. To support such cause she first established ChildLine for lonely
& depressed Childs in 1986. Later in her life stages she also wrote the despair & grief of lonely
old age elders who could do not share have anyone to share their emotions & are left to grief. It
was described as creepy which loses one confidence.
Rantzen and MP Burstow are listed among the trustees of The Silver Line helpline & the CEO of
The Silver Line is Sophie Andrews. The helpline is a charity registered in the UK under
registration no. 1147330.
National Pilot launch
The Silver Line was launched nationally on 25 November 2013 with a funding of £5 million by
the Big Lottery Fund to provide services to needy people. It was widely prompted through
media, Open with a 24 hours service to counsel & help isolated old age.
Surveys was done to check effectiveness & initially 11,000 calls recorded in just 2 weeks &
touched a millionth call this year. Through telephone chat services volunteers/staff were able to
elude 84% of old age loneliness.
Corporate Governance, Mission, Vision and stakeholders of The Silver Line
The Silver Line was established to on strong grounds governed by board of trustees & it was
incorporated as a company limited by guarantee. It is registered as a charity in England and
Wales on 18 May 2012 and its registered number is 1147330. The Silver Line Helpline
Enterprises Limited was formed as a trading subsidiary and incorporated at Companies House in
August 2014 (The Centre for Social Justice, 2013). CEO, small staff & trustees regularly meet to
determine the strategic direction, operations, issues/tasks handled by the Charity. They decide
budgeting, planning & risks mapped while handling routine, important tasks/issues in parameters
with the framework set by board meetings. It gets approved by each member within the
governing body, CEO, staff & by finance and governance subcommittees. The Finance and
Governance Committee & Remuneration Committee measures risk & litigation while mapping
monthly/weekly financial reports, reviewing new/old budgets, financial controls and judging the
objectives set out in the Charity’s business plan. It reviews Governance manual & make sure
Charity adheres to written policies. On areas such as Vulnerable Beneficiaries, Risk
Management, Conflicts of Interest Volunteer Management and Complaints Handling. Yearly all
the committees & sub committees reviews financial controls & map key success of strategically
planning & execution done. The various committees/sub committees formed CEO reports to
them, reviews & roll out a CEO report to plan out things. The board meets four times along
with Finance & Governance committee. Authority & responsibility is delegated to the
Committee on specific items. The review analysis, management of risks is done periodically &
approved by the trustee’s board. The Charity identifies reviews and takes appropriate actions to
lower risks as per the skills set of the governance.
Incase of new nominees open recruitment process is done by Nominations Committee. Trainings,
induction programs is conducted for the new trustees before at least one of the board meetings &

appointed by ordinary resolution or by Trustees. Re-appointment must be done as new trustees
retires at the next Annual General Meeting (AGM) which happens rotationally
The Charity has Trustees Liability, Employers Liability and Public Liability policies in place.
The Silver Line Board of Trustees divulge into opportunity to raise funds through its subsidiary
company which will be source of income for the charity. Prompting & generating revenues to
support they have launched “Silver Linings” CD along with joining hands with Universal Music.
Volunteers are also recruited within Scotland and trained by The Silver Line staff which helps in
providing better facilities/services to needy people.
Vision – To become best-known helpline for older people (Dugdale&Lyne, 2010).
Mission – The objectives for which the Charity to support & counsel old people unconditionally
through financially, medically (The Silver Line, 2016).
Stakeholders – President, founder, staff, volunteers, board of trustees, local authorities & Big
lottery Funds. Some potential direct impacts of Silver Line’s service include healthcare savings,
less stress for families, personal and professional development for volunteers (Chew & Osborne,
2008).
The Silver Line’s Organizational Structure
Inward & Outward communication within an organization strengthens the Charity foundation to
function in a market. The Silver Line Organization is a charity serves isolated elderly in the UK
accessible seven days a week, 24 hours a day (Silver Line, 2015). Since the organization is a
charity types hence operational & communication with the board of trustees to the clients to
stakeholders & community needs to serve long term perspective goals. The management along
with committees, sub committees formed such as Finance, Governance, remuneration etc. works
cohesively & adjacently to support community in which it exists.
It offers a unique service through the board of trustees, top/lower management volunteers and
employed staff to ensure all works towards one strategic goal (The Silver Line, 2016). This helps
in attaining & receiving accolades/awards/recognition from various communities (The Silver
Line, 2016).
Environmental analysis to analyze the viability of this expansion
To check the fundraising strategy a charitable constitution needs to check its growth and
sustainability within an existing community.
Checking internal factors in lieu with the projected goals it is best to check environment, external
key capacities to check impact of fundraising. For this one need to assess financial budgeting,
strategies, plan things, research things, check prospective competitors & evaluate diversified
portfolios. When the Silver Line would like to use their £5 million grant to expand their services
to provide home care support one should form an optimum planning outlay & continuously
monitor.
Fundraising Strategy Reports
To check the viability & sustainability of the Silver Line management should adopt appropriate
strategy in line with below highlighted.

Current status (Dugdale&Lyne, 2010) ;
 Present revenue/financial strengths
 Checking progress of Fundraising activity and skilled employment deployed
 Charitable services & develop strategy.
 SWOT & PEST Analysis
Analysis of competitors / similar organizations;
 Checking peers competitors financial strength & and funding mix
 Keeping a tab of their future outlay plans
 Comparing with prospecting client
Funding Opportunities and Threats
 To develop existing funding sources
 New potential funding revenues
 In depth research on various grants & fundraising opportunities
 To check risks internally/externally blended in line with government policy changes
Recommendations and Action Plan
 Developing a priority set strategies
 Human skilled employed
 Action Plan devised
Goals & Redefining Objectives
While initiating a fundraising & putting up an expansion plan on the cards a company should
redefine its goals & Objective perspectives & parameters
Resources
To achieve success at par with the redefined goals one should check available resources be it
concrete/intangible assets & skilled/unskilled labor, funds, infrastructure etc. These should be
used judiciously & avoid getting wastage as lot of money gets pumped inside a new expansion.
Budget
For the new expansion of Silver UK should do budgeting first in terms of resourcing, staff,
campaigning, promotion, legal hassles etc. & then check with the projected/targeted road map
set.
Continuous monitoring, planning & checking the allocation of diversified funds should be wisely
checked & compare with the projected plans.
Choosing team

While expanding in a new place Silver UK should recruit high skilled labor at a low cost to who
could serve people, control the resources & anticipate key challenges beforehand. It should be a
mix of trained, unskilled & volunteers to spread wings in a new place through correct strategy
adopted in promotion, advertising, word of mouth & various other ways. Conducting initial
research, generating leads, following up, handling backend operations and checking weekly &
periodically reports etc. are some of the key team functions which management should assign.
Sizing up assets
With the investment of £5 million grant invested in a new place to expand, management should
check the infrastructure, viability & existence of the key resources along with projected road
map.
Exploring funding source prospects
One time investment at a new place & then expanding further, Silver UK should continuously
check & keep a tab of prospective deals who could grant more funds & help in expanding in a
grand scale.
Internal Board approval, raising funds from friends, relatives, social networks, big & small
corporation tie ups for funds, volunteers, current donors, public funding, all should be
approached & transparency should be shown through brochures, leaflets, mails, annual reports &
one should have a clear cut vision, mission, boards of trustees & management who could execute
this planning. Spent time in developing strategies, a story who could connect with more masses
& could ideal in describing Silver UK goals.
Fundraising Strategy to check informal strategic support
Devising plans & checking diversified funds allocated during fundraising should be closely
reviewed. The board of Trustees and senior management in accordance with through approval of
committees/sub committee’s form should understand operational issues, internal/external factors
which might hamper key plan devised, new ideas inculcating with goals & planning a vision.
Future growth and development needs to assess in accordance with the strategy devised.
Different avenues & prospective deals should be wisely evaluated & briefly discussed among the
management strategic development.
PESTLE analysis in checking Viability of Expansion
With a charity amount of £5 million grant Silver Line can devise after analysis it with the
PESTLE analysis to check viability within UK.
Political Factors
Because of the political stability in Haringay, be it with the new reforms, plans and policies
comes favorable in accordance with the strategy with the Silver UK. Charities needs to be
considered where there is a high end goods and services.
Positive
▪ Relatively ‘fair’& stable country and public favors Haringay council & reforms.

▪ Positive proactive government
▪ Politically stable
Negative
▪ Deep downs corruption
▪ New migrants penetrating in the UK country ultimately resulting in new reforms &
making it unstable.
▪
Economic Factors
Haringay has a favorable economic factors such as stability, bank and domestic interest rates,
inflation, employment rates and cost of living (Merac, 2014). All these factors conclude Charity
coexistence since people during recessions or economic unviability will not favor such causes
and there can be shortage of funds churning. Looking at the current trends Silver UK can expand
in Haringay.
Positive
▪ Haringay economy is dominated with the big & small businesses who has employed
maximum people within the division.
▪ Stable population with normal growth rate
▪ Diversified economy with both large public and private sectors
▪ More funding & charity will be done by Haringay people.
Negative
▪ Deeply impacted during economic recession
▪ Migrants might get settle due to free economic zone
Social Factors
It includes cultural demographics, social growth, health parameters which is favorable for Silver
UK charity to survive & sustain in Haringay current trends.
Positive
▪ Many free public services (e.g. National Health Services)
▪ New migrant’s cheap workforce.
▪ High standard of living
▪ Good education background of Haringay people who will support such cause.
▪
Negative
▪ Old age dependency ratio
▪ New social migrants and ethnic groups
▪ Inflated education costs

Technological Factors
Haringay is supportive of including latest innovative ideas, new technology developed which is
comparable with the Silver UK goals and parameters. Since charity needs to blend in accordance
with the new technologies (Twing, 2006).
Positive
▪ Advance quality innovation skills
▪ Expertise in science and IT
▪ Effective laws with regard to intellectual property
▪ Many leading Research & development institutes in Haringay
Negative
▪ Competitors & price breaking strategies
Legal reforms
Various Haringay legal reforms which includes tax policies, labor laws, currency stability,
evaluation of export/import flows and restrictions is stable in accordance with the global turmoil.
Hence if the Silver UK plans to expand in this new area it can coexist since all the Silver UK
corporate governance and strategy devised are as per reforms. Operations needs to be retouched
as per NGO regulations as per new Haringay legislations.
Positive
▪ Legal reforms and supportive laws
▪ Haringay people follow laws ethically
▪ As such no criminal or terrorist acts recorded from the Haringay community
Negative
▪ Migrants are new in the economy and hence may create tensions and anti-social groups
▪ Destabilizing economy due to the labor unrest and new protocols
Environmental Factors
An environmental variation which includes seasonal and climatic again looks favorable for the
Silver UK to expand in Haringay. As during environmental instability people will never do
charity causes (Ching, 2010).
Positive
▪ Supportive climatic and seasonal changes
▪ Stable population with normal growth rate
▪ Demographic factors supportive to support Silver UK causes
▪ Capital skilled techniques & trained staff which can be used by Silver UK to hire locals.
Negative

▪ Haringay has no natural resources generated except for the free air & water
▪ Is dependent on hired labor skill which comes expensive
In conclusion, the Haringay internal and external factors are favorable in coexistence with the
Silver UK. It has a high political stability, strong economy growth, and high innovative
technology future, socially viable and supportive environmental standards
(ConsumerReports ,2011).
Challenges while fundraising
While raising funds the biggest problem from arises in planning a change, strategizing the
diversified, allocated funds & integrating all the prime, secondary resources into Silver UK’s
goals, vision & mission. Strategy & timeline set has to be parallel assessed with the projected
outlay.
People
Some times its issue of under or over staff, unskilled labour who can handle such sensitive issues
with no care, corresponding communication in between internally & external staff, board of
trustees, clients , shareholders & customers (Businessworld,2011). Reading the background &
history Haringay people they look supportive of the noble cause.
Systems
Technology adopted, system enhancements all should be timely upgraded to avoid time lags.
Looking at the Haringay community its adaptive to latest infrastructure & technology invents
which provide skilled resource to serve Silver UK noble cause.
Processes
Silver UK to check parallel set up in new expansion place be it checking routine, surprise
process, handling key stakeholders, customers, clients whether its periodically, weekly, every
day should be defined & timely checked to avoid lags. For this, Haringay local people will be
actual potential recruitment.
Structure
Silver UK top management to lower, getting approvals from the board of trustees, committees,
sub committees should run in correspondence & act proactively (Koyler, 2009). Looking at the
Haringay’s people versatility it will go well with structural outlay of Haringay (Adweek, 2014)..
Recommendations for managing this Expansion
Choosing London Borough of Haringay as a location for expansion and investing a £5 million
grant amount Silver UK can strategically plan and organize its funds.
All London Borough of Haringay key factors such as political stability, economic growth,
advance technology, supportive environmental and legal reforms will help Silver UK to expand.

Silver UK corporate governance, refined reforms, laws, policies adheres to the UK Government
reforms. There corporate structure are in accordance with the reforms. Meetings and minutes of
the meetings are all in accordance with the stable government laws.
Since the fundraising is done by Big lottery fund the management/board of trustees should be
done in diversified manner. Supporting staff and good services will help in more promotion
through word of mouth and spread. Investing in a new area already Silver UK has best
technology supporting elderly people. All the key factors will only help Silver UK to expand
supportively.
Silver UK internal & external factors easily blends with the Haringay factors (Firstpost, 2013).
Be it with new trained skill set staff employed, new volunteers, infrastructure, innovative
technology can be deployed to expand more and support elderly staff.
All the calls done by Silver UK on weekly basis or on a routine basis is done with proper
permissions and only after customer is approaching for a resolution in his/her life. Hence, it
should not come as a spam calls and only serve purpose of helping, extending support to isolated
elderly people be it in Haringay or across any divisions/sub divisions (The Tecake, 2015).
In lieu to new expansion at a new place staff or volunteers helping such cause should do
proactive mails or calls only after checking fundraising regulators and other organization.
Since Silver UK has a well-planned strategy, execution plans with defined goals, vision, mission,
organizational structure it can easily coexist at a new place London Borough of Haringay.
To serve more people in the new place & used its funds raised through donors & by clients
should be judiciously utilized as it is answerable to society & owns onus of responsibility in
dispersing of the funds.
London Borough of Haringay has a competitive cost for infrastructure, good environment factors
& good janitor to support noble cause of Silver UK to sustain.

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