- I am a family carer – my son has severe learning disabilities and displays a range of very challenging behaviours- and I am receiving information and casework support from the CBF. How will this affect me?
The focus of the CBF, and the Family Support Service, will continue to support families as it does now. The Senior Management Team will all remain- and Gemma Harpum will continue to lead the family support team.
- Will the CBF still focus on children and adults with severe learning disabilities whose behaviour challenges, and their families?
Yes. The focus of the CBF will remain on children and adults with severe learning disabilities whose behaviour challenges and their families. Our mission, vision and core values remain the same and are here: Why we’re here – Challenging Behaviour Foundation
- What did the new CEO do before this role? What is her knowledge and experience of families supporting individuals with severe learning disabilities and who display challenging behaviour?
Jacqui previously worked for the CBF from 2013-2021 first leading a project on early intervention, then as children and young people lead and finally leading on strategic projects. All these roles involved working in partnership with families supporting individuals with severe learning disabilities who display challenging behaviour.
Early in her career Jacqui was a support worker for individuals with severe learning disabilities who display challenging behaviour and more recently she has led work to seek the experiences, preferences and views of individuals.
Since 2021 Jacqui has worked in leadership roles in two other voluntary sector organisations, both of which involved working in co-production (with foster carers and young people) and influencing national policy change.
Jacqui’s LinkedIn page is here: https://www.linkedin.com/in/jacqui-shurlock-18469a69/
- Is the CBF downsizing?
No- there are no major staff changes planned other than the usual staff turnover, which is low.
- Will the CBF still work with partner organisations?
Yes- the core values of the CBF remain the same (and can be found here: Why we’re here – Challenging Behaviour Foundation). We will continue to work in partnership, to co-produce solutions and take a lifelong, joined up and person centred approach to our work – and we will further develop this moving forwards.
- Will the Challenging Behaviour National Strategy Group (CB NSG) continue?
Yes – this important collaborative group will continue its work.
- Will the CBF workshops still be available?
Yes- the current CBF workshops will all continue to be available (see Workshops – Challenging Behaviour Foundation)
- Is the CBF policy work continuing?
Yes- policy work across the lifespan will continue: one mechanism for this is the National Strategy Group (CB NSG) and delivering the charter and Co-Producing a Lifelong Action Plan. All of this work will continue and develop further.
- Why is the current CEO leaving?
The CBF plans its work and how it is delivered very carefully, and this includes planning ahead. The Trustees and Viv Cooper have been discussing succession planning for several years as we know how important it is to continue the work of the CBF with minimal disruption. There will be careful and detailed handover in early 2025, when Jacqui takes over, and then Viv will take on a new part time role to continue existing research projects the CBF is supporting until these cease (new research work will be taken on by Jacqui and other members of the team). There are plans for Viv to be re-elected as a Trustee in the new year to retain her experience and input to the CBF going forward.
- What will change?
Viv will cease to be CEO from the end of December 2024 and Jacqui will commence in that role in January 2025. The work of the CBF will continue and will progress and develop under Jacqui’s leadership. The Trustees make all the major strategic decisions about the work of a charity, working closely with the CEO. There are no plans for major changes to the CBF’s work or approach.
- Will Viv Cooper still be involved in the CBF?
Yes, in addition to the managed handover Viv will continue to represent the CBF on a number of current research projects we support until they conclude. She will also re-join the Board of Trustees to focus on strategic input.
- Will there be any other changes to the leadership team at the CBF?
There are no other planned changes for the Board of Trustees, or the Senior management team at the CBF.
- Will the CBF discontinue any present activities?
There are no plans to discontinue any present activities.
- How will key relationships with partner agencies, NHS England and government be maintained with a change in CEO?
There is a planned handover period whereby introductions will be made to partner organisations.
- Are there any plans for the CBF to merge with another charity?
No. The CBF will remain as an independent charity in its own right.
- Given that, unlike Viv, Jacqui is nota family carer of a child/ adult with a severe learning disability whose behaviour challenges, how will you ensure that families remain at the centre of all the CBF’s work?
The CBF was founded by Vivien Cooper, a family carer, 27 years ago with the aim of ensuring timely information and support to other families (see Our history). Viv was a Trustee for 15 years before becoming CEO in 2012. On her retirement as CEO this year, she will continue to provide strategic advice as a Trustee.
A core value of the CBF is co-production and collaboration. This will continue to be at the heart of all we do, and family carers will continue to inform our work at all levels. A brief summary of family carer input to different elements of CBF work is set out below.
As the new CEO is not a family carer we have put a range of additional structures in place, including:
- a comprehensive mapping exercise of family carer input to the CBF so Jacqui knows which families she can call on for advice and input for all areas of CBF work
- advisory input from family carer trustees and trustee advisors
- an annual consultation with family carers (and with people with learning disabilities) on CBF strategic direction. These add to the mechanisms already in place, summarised below.
Strategic oversight: From January we will have 4 Trustees who are family carers or siblings and five family carer trustee advisers. We will have an annual consultation with families on strategic direction.
Staff team: The CBF employs members of staff who are family carers or siblings (just over half of our small staff team).
Information and support: Family carers input to and review all our resources and attend events to share information with other families. Family carers provide a listening ear service, and we have a network of over 500 families providing peer support to one another.
Sharing best practice: All CBF workshops are co-produced with family carers and co-delivered by family carers who have been recruited trained and supported in that role. We also lead a number of family carer advisory groups to input to research and family carers are core to all our project work.
Strategic Influencing: The Challenging Behaviour National Strategy Group (CB-NSG) meetings all start with a presentation from a family carer, so the day is guided by lived experience. Family carers are key members of the CB-NSG steering group and all sub groups and associated work. We have a network of over 500 family carers to seek views from on consultations to guide CBF responses.