Supporting Change from the Top: Meet Our Incoming Chair of Trustees

We’re delighted to introduce Joe Wakeford , who will shortly take on the role of Chair of Trustees at SIG. Bringing over 30 years of senior legal and leadership experience, Joe joins us with a strong commitment to values-led governance, accountability, and supporting organisations that make a meaningful difference.

Like all of our trustees, Joe will be volunteering his time, expertise and leadership to guide SIG’s work and ensure we continue to deliver impact for the people we support Having previously worked alongside SIG as a legal adviser, he has already seen first-hand the dedication of staff and the impact of our services.

In this interview, Joe shares what drew him to the role, his views on effective governance in a complex sector, and his ambitions to strengthen resilience, partnerships, and opportunity across SIG as we continue to support people in rebuilding their lives.

Welcome to SIG, Joe. What attracted you to the role, and what about our mission resonated with you most?
I was encouraged and supported by Karl Marlowe to apply to take on his mantle as Chair of Trustees. My aim is to offer my skills and experience gained in a different but connected environment where people and their values drive the success of an organisation. SIG provides an important opportunity for people to reset their lives and get back on their feet, with the support and dedication of staff. I was motivated to support the organisation through my previous exposure, which provided insight into SIG’s services, which so clearly make a worthwhile difference through providing access to good homes, healthcare and social support.

You’ve spent over thirty years in senior legal and leadership roles. How has that experience shaped your thinking about governance and accountability in a values-driven organisation like SIG?
Good governance comes in different forms, but there are common features for running a successful organisation, such as clear leadership, guidelines, standards, and records to enable outcome measurement and assurance, avoiding adverse risks, and demonstrating compliance and effectiveness. I have seen the benefits of good communication, record-keeping, staff training and development, and systems that document the organisation’s successes. In my previous roles, the audit of quality and service delivery provided additional assurance. Setting ground rules and demonstrating the organisation’s effectiveness enable retention of business, winning new business, and avoiding costly reputational damage. People want to work with successful businesses, and good governance is a core ingredient.

Much of your career has involved working with NHS Trust boards on vulnerability, mental health and major incidents. What lessons from this work feel most relevant to the challenges SIG and our clients face today?
The pressures of working in an environment that, by its nature, involves vulnerable patients and associated risks has many similarities with the challenges SIG faces, such as utilising resources efficiently and prioritising needs under constant funding pressure. There will inevitably be adverse incidents, and although these are regrettably sad and sometimes tragic, they are also the most compelling catalyst for change or investment. One feature common to so many adverse incidents is poor communication, e.g., who takes responsibility or has authority, poor record-keeping and handover, or even fear of speaking up.

The aim is to stay one step ahead of concerns, put in place good preventative measures, and plan in advance how to adapt to a changing environment. Use every opportunity to learn lessons and identify patterns to inform strategy. It feels counterintuitive to spend money on items that might not see an obvious return, but there may be indirect benefits. One example in the NHS involved the question of how long to store x-rays, as this is expensive and there is a return on the silver content of recycled x-rays. The balance was this cost against the destruction of vital evidence used to defend claims valued up to £ 1 million, which may never materialise. Whilst this example does not apply to SIG, the principle can be used to question the cost-benefit and the prioritisation of resources for preventative actions, as well as the importance of training to understand the consequences of some decisions.

Strong governance can sometimes feel distant from frontline services. As Chair, how do you see the Board supporting staff and services to deliver the best outcomes for people rebuilding their lives?
I see the board giving staff confidence through clarity of strategy, support, and recognition for the work and the pressures their roles demand, by visiting and speaking to staff to avoid remoteness and to learn more about their pressures, values, and dedication.

You first came to know SIG as one of our legal advisers. What stood out to you about the staff and services when you saw the organisation from the inside?
In the course of my work as a legal advisor, I met with directors, managers, staff and residents following a number of tragic deaths. These were distressing times for all concerned, especially for the families, but I was impressed by the depth of feeling, support for one another, and the courage shown in contributing to the legal processes and in considering how to learn from the events. Now that I have become a Trustee, I see the commercial pressures and challenges, the aim of working within a good, open culture, leadership setting standards by example, inclusiveness and the recognition of the need to adapt to the demands of the market. The staff I have met remain the strength of the organisation and have been warm and engaging, and it would be good to meet more in due course.

Risk management has been a key part of your professional life. In a sector that supports people with complex needs, how do you balance managing risk while remaining compassionate and person-centred?
In my view, being compassionate and person-centred is a key element to the management of risk. If the risk is to the safety of staff and residents, there may be a need for dynamic risk assessments, which are best made by those who have gained the confidence of each other and are best placed to understand the causes and effects of certain behaviours. Objectivity is useful for balanced judgements and oversight, but this does not exclude the valuable relationships formed by the staff.

Looking ahead, what excites you most about SIG’s future, and what would success look like during your time as Chair of Trustees?
I would like to see resilience as a measure of success. One core element is funding, which is always challenging, particularly at a time when the funders themselves are struggling with their priorities. However, I see exciting opportunities for SIG, such as taking advantage of the need for hospitals and prisons to use supported housing as a cost-effective alternative service provider, as well as the compelling appeal of demonstrating how SIG’s services lead to social inclusion with clear associated benefits.

Joe will formally take up the Chair role from the 1st July.