About Us
The Nationwide Association of Fostering Providers (NAFP) was formed in 2008 by a group of fostering providers who had worked together in the West Midlands for a number of years. The group comprised of independent and voluntary fostering providers and charities, including large national organisations, medium sized providers and small local agencies.
It was agreed that a trade association would be able to represent the group more effectively, as it could act as the voice of the group and have weight as representing the sector. It was also acknowledged that this body would allow for experience and knowledge to be shared within the sector, and for formal representation of the sector in national forums and developments.
Board of Directors
Jonathan Ewen, Director of Barnardo's North East and lead for family placement, was appointed as chair of NAFP in March 2011.
The Board consists of the following representatives from NAFP members:
Tier 1: David Johnson, Fostering Solutions
Tier 1: David Oldham, Foster Care Associates
Tier 3: Brian Morgan, SWIIS Foster Care
Tier 4: Grace Wyatt, Nexus Fostering
Tier 5: Martin Gilboy, Fostering Outcomes
The Executive Committee consists of all of the above, plus:
Tier 4: Jane Butler, Action for Children; Laurie Gregory, The Foster Care Co-Operative; Bill Walker, Compass Children’s Services; and Jayne Westcott, Integrated Support Program (ISP)
Tier 5: Beverley Collins, Seafields; and Janet Digby-Baker, Time for Children
Business Plan 2009-2011
Following initial presentations by the NAFP steering group in July 2009 to representatives of the major fostering providers an in depth business plan was requested for presentation to the same group on 28 September 2009. To support the creation and production of the document senior management support was provided by FCA (John Heron), NFA (Andrew Isaac) and Fostering Solutions (Brian Fendall). The project group also included Bill Walker (Compass), Grace Wyatt (Nexus) and Jackie Edwards (NAFP).
The group adopted a market review methodology to create four core objectives and analysed the desired role NAFP could play within the ‘looked after children’ (LAC) market place, based on these activities:
• Collective Representation
• Central Representation
• Consultative Dialogue
• Future Influence
Analysis of the structure of those operating within the LAC market, the positioning of outsourced foster provision and any crossover or conflict situations that could manifest with Fostering Network or BAAF were considered. Clear indications of what NAFP was not were agreed and documented.
A number of operating structures were suggested prior to the one recommended in this paper. The financial arrangements outlined in this plan are based on the acceptance of this structure. The practical applications of operation were identified and relevant costs included. Terms of reference and board/committee configuration were detailed ensuring due regard was given to the tier structure and probable ability and availability to support and influence.
Scenarios relating to the membership matrix were examined together with an analysis of the relational benefits that would be needed to ensure the relative value of membership could be maintained. These details were translated into membership tier fees, matched to existing members and a financial model created.
Activity levels and milestone objectives were created for the first eight quarters together with proposed secretariat structure and phased costs. Cash flows, balance sheets and detailed operating costs were established for a projected four year period.
The success of the business plan for NAFP is reliant on the willingness of the key organisations by size, to participate fully in terms of financial contributions and senior level commitment to the Board and Executive committee to give strong leadership and direction.
The full Business Plan proposals can be viewed here.