DOCSLIB.ORG

Directing Democracy:The Case of the John Lewis Partnership

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Directing Democracy:The Case of the John Lewis Partnership DIRECTING DEMOCRACY: THE CASE OF THE JOHN LEWIS PARTNERSHIP Thesis submitted for the degree of Doctor of Philosophy at the University of Leicester by Abigail Cathcart BA (Hons) (Newcastle), MSc (Dist) (Northumbria) School of Management University of Leicester September 2009 Contents ABSTRACT .......................................................................................................................... 1 ACKNOWLEDGEMENTS ...................................................................................................... 2 CHAPTER 1: INTRODUCTION .............................................................................................. 3 BACKGROUND AND RESEARCH GAP .............................................................................. 4 CHAPTER OUTLINE ......................................................................................................... 7 CHAPTER 2: TOWARDS ORGANISATIONAL DEMOCRACY ................................................ 11 INTRODUCTION ............................................................................................................ 11 INDUSTRIAL DEMOCRACY, PARTICIPATION AND EMPLOYEE INVOLVEMENT ............. 12 THE AIMS OF ORGANISATIONAL DEMOCRACY ............................................................ 29 POWER ......................................................................................................................... 39 CONCLUSIONS .............................................................................................................. 49 CHAPTER 3: METHODOLOGY .......................................................................................... 56 INTRODUCTION ............................................................................................................ 56 THE NATURAL HISTORY OF MY RESEARCH STRATEGY: EPISTEMOLOGICAL AND ONTOLOGICAL CONSIDERATIONS................................................................................ 57 METHODS ..................................................................................................................... 68 ANALYSIS AND PRESENTATION OF THE DATA ............................................................. 78 ETHICS AND LIMITATIONS ........................................................................................... 83 CONCLUSION................................................................................................................ 86 STYLE GUIDE ................................................................................................................. 87 CHAPTER 4: THE STRUCTURE OF THE JOHN LEWIS PARTNERSHIP AND THE FOUNDER’S LEGACY ............................................................................................................................. 88 INTRODUCTION ............................................................................................................ 88 THE EARLY DAYS: JOHN LEWIS (1836-1928) ................................................................ 90 JOHN SPEDAN LEWIS (1885-1963) ............................................................................... 93 EARLY INFLUENCES ON JOHN SPEDAN LEWIS ............................................................. 96 THE BEGINNINGS OF PARTNERSHIP: THE PROCESS AND OWNERSHIP STRUCTURE . 103 THE PRINCIPLES AND OBJECTIVES OF THE JOHN LEWIS PARTNERSHIP .................... 106 THE PARTNERSHIP’S CONSTITUTION AND STRUCTURE ............................................ 124 RESEARCH ON THE JOHN LEWIS PARTNERSHIP ......................................................... 133 CONCLUSION.............................................................................................................. 136 CHAPTER 5: ALTERNATIVE ACCOUNTS OF ORGANISATIONAL DEMOCRACY ................ 138 INTRODUCTION .......................................................................................................... 138 WORKPLACE PARTNERSHIP ....................................................................................... 141 EMPLOYEE-OWNED ENTERPRISES ............................................................................. 143 CO-OPERATIVES ......................................................................................................... 158 CHAPTER 6: DEMOCRATIC STRUCTURES AT THE JOHN LEWIS PARTNERSHIP ............. 176 INTRODUCTION .......................................................................................................... 176 BRANCH LEVEL DEMOCRACY: THE CASE OF THE NORTHERN BRANCH ..................... 177 DIVISIONAL LEVEL DEMOCRACY: THE JOHN LEWIS DIVISIONAL COUNCIL ................ 190 PARTNERSHIP WIDE DEMOCRACY: THE JOHN LEWIS PARTNERSHIP COUNCIL......... 200 CONCLUSION.............................................................................................................. 209 CHAPTER 7: THE DEMOCRACY PROJECT ........................................................................ 210 INTRODUCTION .......................................................................................................... 210 THE PARTNER OPINION SURVEY ................................................................................ 211 THE LAUNCH OF THE DEMOCRACY PROJECT ............................................................ 214 THE NORTHERN BRANCH DEMOCRACY TRIAL ........................................................... 222 THE PARTNERSHIP’S EVALUATION OF THE DEMOCRACY TRIALS .............................. 232 CONCLUSION.............................................................................................................. 236 CHAPTER 8: DIRECTING DEMOCRACY AND PARADOXES OF PARTICIPATION ............... 237 INTRODUCTION .......................................................................................................... 237 DIRECTING DEMOCRACY............................................................................................ 238 PARADOX AND CONTRADICTIONS ............................................................................. 260 DIFFERENCE AND CONFORMITY ................................................................................ 273 CONCLUSION.............................................................................................................. 278 CHAPTER 9: CONCLUSIONS AND REFLECTIONS ............................................................. 281 INTRODUCTION .......................................................................................................... 281 KEY CONTRIBUTIONS ................................................................................................. 282 LIMITATIONS AND REFLECTIONS ............................................................................... 291 POSTSCRIPT: AN UPDATE ON THE DEMOCRACY TRIAL ............................................. 296 CONCLUSION.............................................................................................................. 298 REFERENCES ................................................................................................................... 299 APPENDIX A: CODING KEYS ........................................................................................... 329 KEY TO TRANSCRIPTS OF TAPED INTERVIEWS ........................................................... 329 KEY TO FIELD-NOTES .................................................................................................. 330 KEY TO OFFICIAL PARTNERSHIP DOCUMENTS ........................................................... 331 1 ABSTRACT Directing Democracy: The Case of the John Lewis Partnership Abigail Cathcart The John Lewis Partnership was founded in 1929 as an “experiment in industrial democracy” (Lewis, 1948). This thesis explores the meaning of democracy in the Partnership and examines the wider implications of the case. It argues that democracy in work should be viewed as something which is intrinsically valuable because of its connection to furthering justice, equality, freedom and the rights and interests of all workers. The thesis makes three main contributions. Firstly, the production of a historically situated exploration of democratic participation in the John Lewis Partnership – the largest co-owned business in the UK. Secondly, an analysis of power relations in the organisation and an examination of the ways in which disciplinary power and regimes of truth both constrain democratic practice and offer the potential for resistance and challenge. Thirdly, the thesis challenges critics of the Partnership who have dismissed it as a form of “pseudo democracy” (Pateman, 1970: 73) and “suffocatingly paternalistic” (Ramsay, 1980: 52). Despite the constant threat of degeneration and dilution of the value framework laid down by the founder, the Partnership’s continued commitment to democratic participation provides an important contribution to our understanding of co- ownership and democratically organised forms of work. The analysis shows that management have attempted to direct and define democracy in a highly constrained way, assigning it an instrumental purpose, and privileging the ‘business case’ for democratic engagement. However, the study emphasises that the meaning of democracy is heavily contested and fraught with contradictions and paradoxes. This creates a space in which understandings of equality, solidarity and democracy are debated by the 69,000 employees who are co-owners of the business. 2 ACKNOWLEDGEMENTS In the six and a half years it has taken me to complete my thesis I have changed careers, had a child, and moved to a different continent. The fact
Load more

Recommended publications
  • Conversations with Stalin on Questions of Political Economy”
    WOODROW WILSON INTERNATIONAL CENTER FOR SCHOLARS Lee H. Hamilton, Conversations with Stalin on Christian Ostermann, Director Director Questions of Political Economy BOARD OF TRUSTEES: ADVISORY COMMITTEE: Joseph A. Cari, Jr., by Chairman William Taubman Steven Alan Bennett, Ethan Pollock (Amherst College) Vice Chairman Chairman Working Paper No. 33 PUBLIC MEMBERS Michael Beschloss The Secretary of State (Historian, Author) Colin Powell; The Librarian of Congress James H. Billington James H. Billington; (Librarian of Congress) The Archivist of the United States John W. Carlin; Warren I. Cohen The Chairman of the (University of Maryland- National Endowment Baltimore) for the Humanities Bruce Cole; The Secretary of the John Lewis Gaddis Smithsonian Institution (Yale University) Lawrence M. Small; The Secretary of Education James Hershberg Roderick R. Paige; (The George Washington The Secretary of Health University) & Human Services Tommy G. Thompson; Washington, D.C. Samuel F. Wells, Jr. PRIVATE MEMBERS (Woodrow Wilson Center) Carol Cartwright, July 2001 John H. Foster, Jean L. Hennessey, Sharon Wolchik Daniel L. Lamaute, (The George Washington Doris O. Mausui, University) Thomas R. Reedy, Nancy M. Zirkin COLD WAR INTERNATIONAL HISTORY PROJECT THE COLD WAR INTERNATIONAL HISTORY PROJECT WORKING PAPER SERIES CHRISTIAN F. OSTERMANN, Series Editor This paper is one of a series of Working Papers published by the Cold War International History Project of the Woodrow Wilson International Center for Scholars in Washington, D.C. Established in 1991 by a grant from the John D. and Catherine T. MacArthur Foundation, the Cold War International History Project (CWIHP) disseminates new information and perspectives on the history of the Cold War as it emerges from previously inaccessible sources on “the other side” of the post-World War II superpower rivalry.
    [Show full text]
  • John Lewis Partnership
    SUBISSION FROM JOHN LEWIS PARTNERSHIP Overview 1. The John Lewis Partnership welcomes the opportunity to submit written evidence to the Economy, Energy and Tourism Committee’s inquiry into innovation and productivity in social enterprises and employee owned businesses. 2. The Partnership is the largest employee-owned business in the UK. All 88,700 permanent staff are Partners who own 46 John Lewis shops across the UK, 346 Waitrose supermarkets, an online and catalogue business, waitrose.com, johnlewis.com, a production unit, a farm and a financial services arm. The business has annual gross sales of over £10bn. In Scotland the Partnership operates 3 John Lewis shops, 7 Waitrose supermarkets and a contact centre. 3. John Spedan Lewis, son of our Founder, John Lewis, was inspired by the desire to innovate and improve the capitalist system. In 1914 he had the opportunity to put his principles into practice when his father gave him control of Peter Jones, a small shop trading on Sloane Square in London. The young Spedan promised his staff that when the shop became profitable they would share in these profits, the first step in his long- term plan to turn his employees into Partners. He fulfilled this promise just 5 years later when every member of staff received the equivalent of 5 weeks of extra pay. Ten years later, he created a trust to take over the assets of the company and run it as a Partnership thus creating our modern co owned business in 1929. Spedan created a second irrevocable trust in 1950 when complete ownership was transferred to Partners working in the business.
    [Show full text]
  • Shopping at John Lewis Oxford Street
    ground floor from Audio and TV. and Audio from floor ground collections point when it suits you. This is accessible on the the on accessible is This you. suits it when point collections ensure they’re ready for you to pick up at our Customer Customer our at up pick to you for ready they’re ensure boxes at any till, either in bulk or as you shop, and we’ll we’ll and shop, you as or bulk in either till, any at boxes up when you’re ready to go. Simply drop off your bags ad ad bags your off drop Simply go. to ready you’re when up them pick then us, with purchases Lewis John your Leave Too much to carry? to much Too any unwanted packaging and recycle responsibly. recycle and packaging unwanted any service every time you visit. After all, it’s our business. our it’s all, After visit. you time every service we can deliver to the room of your choice and we’ll remove remove we’ll and choice your of room the to deliver can we in the company, so we’re motivated to offer you the best best the you offer to motivated we’re so company, the in suit you. Our delivery service doesn’t stop at the front door; door; front the at stop doesn’t service delivery Our you. suit and desserts. and Partner a is stores Waitrose and Lewis John our both in staff and next day delivery, as well as delivery on a specific day to to day specific a on delivery as well as delivery, day next and salads as well as beef, Piedmont from made hamburgers permanent of member Every partnership.
    [Show full text]
  • Appendix A: List of Stakeholders That Responded to the ULEZ Consultation
    Appendix B (2) Appendix A: List of stakeholders that responded to the ULEZ consultation Air Quality Brentford Coulsdon & Purley Road User Alliance of British Drivers Forum Arriva Cross River Partnership Balfour Beatty Disabled Motoring UK Bambos Charalambous MP Federation of British Historic Barking and Dagenham and Vehicle Clubs Havering Green Party Federation of Small Businesses Barnet Green Party Forest Hill Society Better Streets for Enfield Freight Transport Association Bloomsbury Air Friends of the Earth Brentford Chamber of Gipsy Hill Green Party Commerce Greenpeace Brentford Community Council Greenwich Conservatives Brewery Logistics Group Heart of London Business British Heart Foundation Alliance British Lung Foundation Herne Hill Green Party British Motorcyclists Federation Hertfordshire County Council British Vehicle Rental and Hounslow and Brentford Leasing Association (BVRLA) Friends of the Earth Builders Merchants Federation Islington Green Party Campaign for Better Transport Joanne McCartney AM Campaign for Better Transport John Lewis Partnership (London Group) Kingston Environment Forum Campaign to Protect Rural Lambeth for a Cool Planet England Lambeth Green Party Caroline Pidgeon AM LEVC Caroline Russell AM Lewisham Cyclists Chartered Institute of Lewisham Liberal Democrats Environmental Health Licensed Taxi Drivers' Chiswick Liberal Democrats Association (LTDA) Church of England (Diocese of Living Streets Chelmsford) London Assembly Environment City of London Committee
    [Show full text]
  • CAMDEN STREET NAMES and Their Origins
    CAMDEN STREET NAMES and their origins © David A. Hayes and Camden History Society, 2020 Introduction Listed alphabetically are In 1853, in London as a whole, there were o all present-day street names in, or partly 25 Albert Streets, 25 Victoria, 37 King, 27 Queen, within, the London Borough of Camden 22 Princes, 17 Duke, 34 York and 23 Gloucester (created in 1965); Streets; not to mention the countless similarly named Places, Roads, Squares, Terraces, Lanes, o abolished names of streets, terraces, Walks, Courts, Alleys, Mews, Yards, Rents, Rows, alleyways, courts, yards and mews, which Gardens and Buildings. have existed since c.1800 in the former boroughs of Hampstead, Holborn and St Encouraged by the General Post Office, a street Pancras (formed in 1900) or the civil renaming scheme was started in 1857 by the parishes they replaced; newly-formed Metropolitan Board of Works o some named footpaths. (MBW), and administered by its ‘Street Nomenclature Office’. The project was continued Under each heading, extant street names are after 1889 under its successor body, the London itemised first, in bold face. These are followed, in County Council (LCC), with a final spate of name normal type, by names superseded through changes in 1936-39. renaming, and those of wholly vanished streets. Key to symbols used: The naming of streets → renamed as …, with the new name ← renamed from …, with the old Early street names would be chosen by the name and year of renaming if known developer or builder, or the owner of the land. Since the mid-19th century, names have required Many roads were initially lined by individually local-authority approval, initially from parish named Terraces, Rows or Places, with houses Vestries, and then from the Metropolitan Board of numbered within them.
    [Show full text]
  • John Lewis Shops to Close Temporarily
    John Lewis plc makes the following announcement for John Lewis Partnership plc, the ultimate holding company of John Lewis plc News release 21 March 2020 JOHN LEWIS SHOPS TO CLOSE TEMPORARILY The John Lewis Partnership has taken the difficult decision to temporarily close all of its 50 John Lewis shops at close of business on Monday 23 March as a result of the impact of Coronavirus. Johnlewis.com will continue to operate as normal, alongside Waitrose shops and waitrose.com. This will be the first time in the 155-year history1 of the business that it will not open its shop doors for customers. As a consequence, Waitrose food offers within department stores at Watford, Southampton and Bluewater will also close but johnlewis.com - which generates half the brand’s business - will continue to operate as normal, alongside waitrose.com. Customers can choose to have orders delivered to their home, or to Click & Collect from their local Waitrose. The food halls within John Lewis Oxford Street and Waitrose shops which share premises with John Lewis space at Kingston, Ipswich, Stratford, Horsham, Basingstoke and Canary Wharf will remain open, along with all other Waitrose branches and Waitrose.com grocery deliveries. Chairman Sharon White, said: “The welfare of our customers, communities and Partners is always our absolute priority. While it is with a heavy heart that we temporarily close our John Lewis shops, our Partners will, where possible, be taking on important roles in supporting their fellow Partners, providing critical services in Waitrose shops and ensuring our customers can get what they need through johnlewis.com, which is seeing extremely strong demand.
    [Show full text]
  • JOHN LEWIS PLC ANNUAL REPORT and ACCOUNTS 2014 John Lewis Plc Annual Report and Accounts 2014
    JOHN LEWIS P L C ANNU A L REPO R T A In the hands ND ACCOUNTS 2014 Partners ofJOHN LEWIS PourLC ANNUAL REPO RT AND ACCOUNTS 2014 John Lewis plc Annual Report and Accounts 2014 CONTENTS THE JOHN LEWIS PARTNERSHIP GOVERNANCE 46 Introduction 1 Directors and Company Secretary 47 At a glance 2 Directors’ Report 48 Our story 4 FINANCIAL STATEMENTS 50 How we create value 6 Consolidated income statement 51 Our strategy 8 Consolidated statement of comprehensive expense 51 Our Partners 10 Consolidated balance sheet 52 Our sustainability highlights 14 Consolidated statement of changes in equity 53 The bigger picture 16 Consolidated statement of cash flows 54 OUR PERFORMANCE 18 Notes to the consolidated financial statements 55 Chairman’s statement 19 Company financial statements 87 Highlights and challenges 21 Notes to the company financial statements 90 Key performance indicators 22 Statement of Directors’ responsibilities 109 Group performance 26 Independent auditors’ report 110 Waitrose performance 28 Retail branches 112 John Lewis performance 32 Notice of AGM 114 Partnership Services and Corporate performance 36 General information 115 Factors affecting future performance 37 Notes 116 Principal risks and uncertainties 42 Key Group risks and mitigations 44 The Group Strategic Report runs from pages 1 to 45. You can see our Sustainability Review 2014 online www.johnlewispartnership.co.uk Tell us what you think Our Annual Report and Accounts is all about our Partners. And we’d like your feedback on it. www.johnlewispartnership.co.uk/meta/contact-us.html JO John Lewis plc HN L Annual Report and Accounts 2014 1 EWIS PLC This is the Annual Report and Accounts for John Lewis plc (‘the Group’ or ‘the Company’).
    [Show full text]
  • John Lewis Partnership Plc Annual Report and Accounts 2013
    226630 JLP R+A 2012 cover Q8 26/04/2013 06:59 Page 1 John Lewis Partnership plc John Lewis Partnership plc annual report and accounts annual report and accounts 2013 2013 This report is printed on Satimat green. The paper consists of 25% FSC® virgin fibre and a minimum of 75% recycled fibre which is reclaimed mainly from office waste with approximately 25% from the UK market. The mills are ISO 9001, ISO 14001 and FSC certificated. This product has been awarded the NAPM 75% Recycled Mark. 226630 JLPart ifc ibc 26/04/2013 07:07 Page 1 Contents 1 The John Lewis Partnership 2 Chairman’s statement 3 Business review 29 Directors and advisers 32 Directors’ Report 36 Governance Report 44 Audit and Risk Committee Report 47 Remuneration Report 52 Consolidated income statement 52 Consolidated statement of comprehensive expense 53 Consolidated balance sheet 54 Balance sheet of the company 55 Consolidated and company statements of changes in equity 56 Statement of consolidated cash flows 57 Notes to the accounts 91 Statement of directors’ responsibilities 92 Independent auditors’ report 94 Retail branches 96 Notice of AGM John Lewis Partnership, 171 Victoria Street, London SW1E 5NN www.johnlewispartnership.co.uk Printed by Perivan 226630 226630 JLPartnership 01-06 25/04/2013 12:44 Page 1 John Lewis Partnership plc annual report and accounts 2013 The John Lewis Partnership The John Lewis Partnership is one of the UK’s leading retail businesses with 30 John Lewis department stores, 9 John Lewis at home stores, johnlewis.com, 255 Waitrose supermarkets, 35 Waitrose convenience stores, waitrose.com and business to business contracts in the UK and abroad.
    [Show full text]
  • Bibliography Retrofittingsoho
    BIBLIOGRAPHY RETROFITTINGSOHO Bibliography (Note: All websites viewed between 1 October and 24 November 2008) AEA Energy & Environment. 2008. Review of the Carbon Limited. Carbon Trust micro CHP report is finally Potential Impact on Air Quality from Increased Wood out. <carbonlimited.org/2007/11/27/carbon-trust-micro- Fuelled Biomass Use in London. London: London chp-interim-report-finally-out/>. Councils Transport & Environment Committee. Available Carlsen. J. 2008. Sustainable design and construction from: UK city update – London. 29 April 2008, Presentation. <www.londoncouncils.gov.uk/London%20Councils/Tran sport/Transport%20Publications/Item18ThePotentialImp Chamra, L.M. 2007. Propane-Fuelled Combined Heat actonAirQualityfromIncreased.doc>. and Power (CHP) Systems for Residential Applications, Mississippi State University. Available from: ARUP. Geotechnics- Embodied Energy and Embodied <www.propane.tx.gov/research/documents/06ChamraR Carbon. esidentialCHPSystems.pdf>. <www.arup.com/geotechnics/feature.cfm?pageid=1092 9>. Chazan, D. 2008. ‘Office block warmed by body heat’. BBC News, 7 February. BCIS. 2006. How long do building components last? <news.bbc.co.uk/1/hi/sci/tech/7233123.stm>; New report provides answers to the most difficult <www.jernhusen.se/templates/Page.aspx?id=944>. question in whole life costing, Press release 19 October. Available from: CityWest Homes. The History of PDHU. <www.bcis.co.uk/NR/rdonlyres/42D4A542-83B9-4A70- <www.cwh.org.uk/main.asp?page=494>. 90D0-DA57A077190B/0/LifeExpectancyPR2006.doc>. Clark, P. 2007. Beyond Ground source Heat Pumps. BERR. Low Carbon Buildings Programme, Department Building, 9 October. for Business Enterprise & Regulatory Reform. <http://www.building.co.uk/sustain_story.asp?sectionco <www.lowcarbonbuildings.org.uk/>. de=747&storycode=3097129&c=3>.
    [Show full text]
  • John Lewis Partnership
    Welcome to Seminar LMG1 “How does leadership, management and governance differ in employee owned organisations? What are the specific challenges and opportunities?” Facilitated by: Richard Elsner - Pivotal Moment Panellists: Peter Holland - OPM Patrick Burns - Prospects Case Study: Simon Fowler - John Lewis Partnership Session LMG1 - Three questions What is different about leadership, management and governance in an EO company? Are distinctive structures, processes and culture required to enable these? What principles (or values) are needed to guide behaviour? The John Lewis Partnership A better way of doing business Simon Fowler John Lewis Partnership Oxford Street, 1864 John Lewis Partnership Peter Jones, 1928 John Lewis Partnership Origins of the John Lewis Partnership John Spedan Lewis, 1929 John Lewis Partnership Our Constitution John Lewis Partnership Our 7 Principles John Lewis Partnership Our Governance Model Partners as co-owners Executive Constitution Owners Partnership Board Chairman Partnership Council Divisional Boards Divisional Councils Senior Managers Regional Forums Managers Local PartnerVoice Partner Opinion is Sovereign John Lewis Partnership Our virtuous circle - Partner > Customer > Profit Give great leadership & empower Partners with the knowledge and desire to provide outstanding service Partner Profit Customer Generate incremental Enable the sales development & profit through of deeper customer greater relationships customer loyalty John Lewis Partnership The advantages of our business model No external No conflict
    [Show full text]
  • Corporate Heritage Brand Identity, Customer Experience and Satisfaction: the Case Study of John Lewis Partnership Ammar Abdellat
    Corporate Heritage Brand Identity, Customer Experience and Satisfaction: The Case Study of John Lewis Partnership A thesis submitted for the degree of Doctor of Philosophy By Ammar Abdellatif Taha Sammour Brunel Business School Brunel University London December 2017 Abstract Purpose: This research studies the relationship between corporate heritage brand identity and customer satisfaction of John Lewis Partnership (JLP) which is one of the most successful British retail heritage brands internationally. It conceptualizes and addresses the key factors of corporate heritage brand identity including brand price, quality, design, and symbol. It examines the corporate heritage brand experience of JLP customers through which corporate heritage brand identity influences customer satisfaction. It also establishes the moderating role of brand innovation, word of mouth and multiple time dimensions on these relationships. Design/methodology/approach: A conceptual framework of corporate heritage brand identity is developed from the literature review. To improve the validity of this study, semi-structured interviews were carried out with JLP managers, senior partners and their loyal customers recommended by JLP. These interviews have verified and advanced the hypotheses informed from the reviewed literature. This study mainly adopts the quantitative survey research method approach to test the conceptual framework. An online questionnaire was sent to JLP customers through social media channels such as Facebook, Twitter, and LinkedIn. Off-line paper-based survey questionnaires were collected from customers in JLP stores located in five cities in the UK (London, Manchester, Liverpool, Leicester and Southampton). In total, a sample of 596 clean questionnaire responses were collected and used for this study to test the developed hypotheses.
    [Show full text]
  • Sanctuary Annual Report 2019 2020
    Sanctuary Annual Report 2019-20 Page 2 ã Gravesham Sanctuary Charity No.1181817 in England & Wales Page 2 Sanctuary Annual Report 2019-20 Sanctuary Annual Report 2019-20 The report reviews the activities of Gravesham Sanctuary during the period May 2019 – April 2020. May 2020 “… for I was hungry and you gave me food, I was thirsty and you gave me drink, I was a stranger and you welcomed me” Matthew 25 (NIV) Gravesham Sanctuary CIO c/o City Praise Centre 9-11 Lower Higham Road, Gravesend, Kent DA12 2LY email: [email protected] Tel: 01474 328249 Mobile: 07496 832228 Page 3 ã Gravesham Sanctuary Charity No.1181817 in England & Wales Page 3 Sanctuary Annual Report 2019-20 Page 4 ã Gravesham Sanctuary Charity No.1181817 in England & Wales Page 4 Sanctuary Annual Report 2019-20 Contents 1. ABOUT SANCTUARY ......................................................................... 6 2. NIGHT SHELTER REVIEW .................................................................. 7 3. GUEST REVIEW OF THE YEAR.......................................................... 11 4. FINANCES ...................................................................................... 13 5. CORPORATE AND CHURCH SUPPORT ............................................. 14 6. PLANS FOR WINTER 2020/21 ......................................................... 15 7. SUPPORTING SANCTUARY .............................................................. 15 APPENDIX I: SANCTUARY GOVERNANCE STRUCTURE............................... 17 Page 5 ã Gravesham Sanctuary Charity No.1181817 in England & Wales Page 5 Sanctuary Annual Report 2019-20 1. About Sanctuary Gravesham Sanctuary is a registered Charity (No.1181817 in England & Wales) whose objective is to support and befriend the homeless community living in Gravesend. Currently we do this by providing an overnight shelter during the coldest months of the year where we also provide: • Hot food and drinks • Showers • Help in getting paperwork identification • Pointing them to the relevant agencies who can help with their individual situations.
    [Show full text]