Leading Change and Empowering Communities
Reflections from Tina Swani, outgoing Chief Executive of Sutton Coldfield Charitable Trust
The Sutton Coldfield Charitable Trust (SCCT) is cornerstone of support and resilience for the Royal Town of Sutton Coldfield with a heritage going back almost 500 years. Over the past four and a half years, I have had the privilege of leading this organisation through transformative change, all driven by our deep commitment to enhancing the quality of life for local residents. As I prepare to step down in December 2024, I reflect on a journey that has balanced personal priorities, professional expertise, and a steadfast focus on the needs of residents of Sutton Coldfield.
My journey with SCCT began at a pivotal moment in my life. After 19 years as Chief Executive of Birmingham St Mary’s Hospice, I sought a new and meaningful role to allow me greater flexibility as I navigated some family health concerns. The opportunity at SCCT came at just the right time: a part-time Chief Executive position in a charity with both a rich history and significant impact. SCCT’s mission, centred on providing housing and awarding grants, resonated deeply with me. It aligned perfectly with my background as a Chartered Marketer and my experience as a leader, offering the chance to raise the Trust’s profile, engage more effectively with the community, and maximise its impact. What initially appeared to be a professional challenge quickly became a personal and collective mission to amplify the Trust’s reach and relevance within Sutton Coldfield.
From the very beginning, I was clear about the importance of strategic direction and ambition. Setting a clear and actionable plan was essential to ensuring that every decision we made aligned with SCCT’s core mission of improving quality of life for everyone in our community. My leadership focused on three key priorities: establishing a long-term vision that positioned SCCT as a vital pillar of support; building stronger relationships with stakeholders, grant applicants, and residents to ensure our services were accessible and impactful; and dramatically raising SCCT’s visibility through targeted campaigns, outreach, and innovative initiatives. One of my proudest achievements was the introduction of the Royal Sutton Coldfield Charity Times. This 16-page publication was primarily a platform for local charities, which also raised awareness of SCCT’s housing and grant opportunities, showcasing our commitment to inclusivity and diversity.
One of the most important aspects of SCCT is its independence as an endowed charitable trust. This autonomy allows us to make decisions that are both fair and impactful, free from political or external influence. Over the past year, we awarded approximately £1.75 million in grants, ensuring that each award was driven by the potential to make a meaningful difference. Our independence has also enabled us to collaborate effectively with statutory partners and local organisations while retaining the freedom to respond to emerging needs with agility. In a landscape where community challenges are increasingly complex, this independence has been vital in researching and addressing critical issues such as access to advocacy advice, improving the environment and in particular the inclusion of marginalised groups.
The post-pandemic world has brought both challenges and opportunities for SCCT. The Royal Sutton Coldfield Charity Times was one way we sought to innovate and connect with our community. Delivered to every household in Sutton Coldfield, the publication not only raised awareness of our work but also filled a gap in local media representation. However, our broader challenge lies in truly understanding and addressing the evolving needs of the community. Recent research, including our Social Needs Review and a local housing study, has highlighted several pressing issues: the risk of homelessness due to life events like relationship breakdowns or domestic abuse, the need for transitional support across life stages, and a shortage of specialist housing for individuals with disabilities. While SCCT cannot tackle these challenges alone, our role as a convener and collaborator is critical. By listening to residents, community organisations, and policymakers, we can continue to advocate for solutions that build resilience and sustainability.
Our membership in the West Midlands Funders Network (WMFN) has been instrumental in shaping SCCT’s approach. The network has offered invaluable opportunities to share best practices, explore innovative solutions, and stay ahead of emerging trends. For example, seminars on artificial intelligence in funding have provided us with insights that will undoubtedly enhance our ability to serve the community. WMFN’s role as a specialist community of learning and collaboration has helped us remain proactive in addressing the needs of Sutton Coldfield’s residents, and I have been proud to represent SCCT, with our grants team, as part of this network.
As I prepare to hand over the reins, my focus is on ensuring a smooth transition for my successor, Lisa Martinali, who I know will provide leadership excellence in the role. The Trust’s commitment to enhancing quality of life, fostering inclusivity, and addressing local challenges remains unwavering. I am confident that SCCT is well-positioned to continue its transformative work, building on the strong foundations we have laid over the past four and a half years. Reflecting on my time here, I feel immense gratitude for the opportunity to lead an organisation that truly makes a difference. SCCT’s independence, heritage, and commitment to equity have been a constant source of inspiration for me.
This chapter of my career has been a testament to the power of vision, collaboration, and community-driven philanthropy. As SCCT looks to the future, I know it will continue to adapt to new challenges and create lasting impact for the people of Sutton Coldfield. It has been an honour to be part of this journey.
