{"id":216,"date":"2016-02-28T19:03:47","date_gmt":"2016-02-28T19:03:47","guid":{"rendered":"https:\/\/alisonseabrooke.uk\/?p=216"},"modified":"2016-02-28T19:03:47","modified_gmt":"2016-02-28T19:03:47","slug":"congratulations-on-your-closure","status":"publish","type":"post","link":"https:\/\/alisonseabrooke.uk\/?p=216","title":{"rendered":"Congratulations on your closure!"},"content":{"rendered":"<p style=\"line-height: 24.0pt; margin: 0cm 0cm 24.0pt 0cm;\"><span lang=\"EN-GB\" style=\"font-size: 13.5pt; font-family: Georgia;\">Congratulations on your closure!<\/span><\/p>\n<p style=\"line-height: 24.0pt; margin: 0cm 0cm 24.0pt 0cm;\"><span lang=\"EN-GB\" style=\"font-size: 13.5pt; font-family: Georgia;\">Brave\u2019, \u2018strategic\u2019, \u2018congratulations\u2019, \u2018thanks for the CDF legacy\u2019 \u2013 not phrases you would expect when an organisation takes a decision to close. But these are the overwhelming sentiments I have received since announcing late December 2015 that CDF will soon cease to exist, after nearly 50 years.<\/span><\/p>\n<p style=\"line-height: 24.0pt; margin: 0cm 0cm 24.0pt 0cm;\"><span lang=\"EN-GB\" style=\"font-size: 13.5pt; font-family: Georgia;\">With charities hitting the headlines at the tail-end of the wave of recalibration of big business (in which I include the public sector), CDF has, as usual, done things differently. Our board and senior team have always been clear &#8211; our charity exists to fulfil its charitable objects, not to sustain itself as an organisation.<\/span><\/p>\n<p style=\"line-height: 24.0pt; margin: 0cm 0cm 24.0pt 0cm;\"><span lang=\"EN-GB\" style=\"font-size: 13.5pt; font-family: Georgia;\">Since Autumn 2015, creating or providing a stable platform for community development has been at the forefront of CDF\u2019s trustees and senior team\u2019s minds. And we think we have an answer. We propose to offer our assets \u2013 cash, intellectual property and products &#8211; to an organisation<span class=\"apple-converted-space\">\u00a0<\/span>we know well with similar charitable objects and with a secure future. From a position of strength, we hope to pioneer a different approach for the sector which others will follow \u2026 and change a few perceptions of it along the way.<\/span><\/p>\n<p style=\"line-height: 24.0pt; margin: 0cm 0cm 24.0pt 0cm;\"><span lang=\"EN-GB\" style=\"font-size: 13.5pt; font-family: Georgia;\">We have set a clear timeline to manage closure swiftly and smoothly, to both meet our obligations to clients and ensure a transfer of substance to our recipient organisation. To do this we have aligned all staff end dates, regardless of notice periods and provided a budget and\u00a0support to help them progress into new roles. In the short time since our announcement, two people have already secured great jobs and several have seen this as an opportunity to shift their career path. The atmosphere is calm &#8211; business as usual &#8211; and communication is open, with staff supporting each other in their searches.<\/span><\/p>\n<p style=\"line-height: 24.0pt; margin: 0cm 0cm 24.0pt 0cm;\"><span lang=\"EN-GB\" style=\"font-size: 13.5pt; font-family: Georgia;\">As for me, I will be managing the transfer process, regulatory requirements and the completion of delivery commitments until the end of April 2016 and, with an open mind, seek new challenges from June 2016.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Brave\u2019, \u2018strategic\u2019, \u2018congratulations\u2019, \u2018thanks for the CDF legacy\u2019 \u2013 not phrases you would expect when an organisation takes a decision to close. But these are the overwhelming sentiments I have received since announcing late December 2015 that CDF will soon cease to exist, after nearly 50 years. With charities hitting the headlines at the tail-end of the wave of recalibration of big business (in which I include the public sector), CDF has, as usual, done things differently.<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[7],"tags":[],"class_list":["post-216","post","type-post","status-publish","format-standard","hentry","category-linkedin"],"_links":{"self":[{"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=\/wp\/v2\/posts\/216","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=216"}],"version-history":[{"count":0,"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=\/wp\/v2\/posts\/216\/revisions"}],"wp:attachment":[{"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=216"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=216"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/alisonseabrooke.uk\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=216"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}