Because VAC is embedded in Camden, has so many networks, a relationship with the council and a really good understanding of the environment in which we are operating – locally, nationally, in Europe – it has a wider understanding and knowledge of funding and policy environments and strategy, as well as new government policies coming in; all of this is really helpful in terms of feeding into our business plan.

VAC also has very good knowledge of governance and what the roles and responsibilities of the board are, so if the board drifts off into discussing more operational work then VAC steers them back to the strategic side, which is where they should be focused.

As a director I am confident and comfortable that we will get a lot out of the day. I know that straight after the meeting I can start moving things forward: writing the business plan or measuring what we have done. Some of this happens in the meeting and some after the event. It is a very productive day and the board is very comfortable that VAC can deliver. It is also an opportunity for our board to receive informal training, which elsewhere can cost a fortune.

I think as a result we become a more resilient organisation because we can focus on what is current, what direction we need to move in to stay in our business and meet current and developing needs. We have gone on to develop services for children and young people and older people, even though we’ve had reduction in our funding, something like 38% over the last few years. Despite this we have adapted and responded to the changes in environment to find new ways to bring in income and develop new services and keep innovating, which keeps us vibrant and relative to help meet the needs of our local community.