Martin Farrell

Martin Farrell

Founder, get2thepoint

Some things have changed over the last 30 years since Martin Farrell volunteered to help a handcraft charity in South Africa and to do church based youth work in a rough estate in Manchester… and other things haven’t. Back then he wanted to make the world a better place. That youthful vision is still what drives him but now he’s got a wiser head on his shoulders. Working in and with lots of charities, large and small, through his consultancy get2thepoint, has provided rich and challenging experience of how life in organisations can be.

With a son studying artificial intelligence and a daughter about to start a degree in social anthropology, Martin and Korinna, his German wife, are on the edge of a new era of possibilities – jazz, psychotherapy, Buddhism, France, Vienna, travel. Whatever next? A biker since 17, Martin plans on taking the corners for another 30 years – at least. Time Banks are a way to link people locally to share their time and skills. Everyone’s time is equal: one hour of your time earns you one time credit to spend when you need a helping hand. As at November 2005, there are over 73 active time banks with 39 in development, involving over 5,000 participants across the UK who have traded nearly a quarter of a million hours hours.

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How much information do trustees really need?

Following a visit to the theatre Martin Farrell ponders how much information trustees need to have.

Founder syndrome medicine - readily available and quite tasty too

Handing the day-to-day running of a charity over to a new chief executive can be tough for a founder. Martin Farrell says trustees should play a role in administering a tonic.

Give us the *** money: Getting trustees involved in fundraising

There's no disputing that trustees donate a lot of time to the charities they serve, but what about money? Martin Farrell suggests ways for trustees to get involved in fundraising.

How to act in a crisis - kicking the rabbit habit

It may be natural to freeze in a crisis but Martin Farrell says that is exactly when the board needs to act.

Boldly pause and go

Boldly pause and go where no trustee has gone before – and face up to the elephant mess in the gloom, says Martin Farrell.

Who's driving your charity?

The path your charity will take depends on who is in the driving seat, says Martin Farrell.

What should be done with a charity board that manages rather governs?

The chief executive of an unincorporated charity has had enough. His board is behaving like the management and over-ruling his decisions. A chief executive and vice chair respond to the quandry.

We're in hot water - how will you respond?

In such troubled times as these, we're forced to face our demons. Martin Farrell works to rally up the fighting spirit in the sector.

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