Profile: Paul Gauntlett, Samaritans - Caring for the community/Samaritans volunteer Paul Gauntlett has now joined the charity full-time

It is hard to imagine anyone better qualified for, or more suited to the job of Samaritans external relations director than Paul Gauntlett.

It is hard to imagine anyone better qualified for, or more suited

to the job of Samaritans external relations director than Paul

Gauntlett.



Not only has he been a volunteer for the charity for the past 20 years,

but (while in his last job at children’s charity NSPCC) he was until

recently a vice-chairman of the Samaritans, in which capacity his advice

helped shape communications strategy.



Given that Gauntlett has already played a part in developing the

Samaritans’ PR and fundraising strategy, his appointment is unlikely to

herald a sea change in its approach to communications. ’There will not

be a quantum shift in strategy,’ he maintains.



But there will be plenty of fine-tuning. Not long ago, the charity

commissioned qualitative research into its image; more is planned as a

means of ascertaining whether the Samaritans needs to alter its

’positioning’.



Even without all the findings of the research programme, however, some

deficiencies are clear. ’We don’t have as strong a corporate base as I

would like,’ says Gauntlett.



One aim is to see the perception of the Samaritans sharpened up so that

it appears even more ’worthy of support’ to consumer and corporate

donors alike. Gauntlett cites the publicity surrounding the

organisation’s October 1996 report Stress in the Workplace as a good

example of raising the issues that can lead to depression and, in turn

suicidal urges, at the same time as bringing the Samaritans itself to

the attention of prospective donors.



Although it has external advertising support from Ogilvy and Mather, the

Samaritans does not retain a PR consultancy. Gauntlett has no plans to

change this situation.



The communications onus falls on the charity’s 15-strong external

relations division, which not only has to bang the drum for donations

but help recruit the volunteers who man its phones - there is a

particular shortage of volunteers willing or able to work at night, the

prime time for calls.



At a local level, the communications team supports the work of 20,000

volunteers spread across 204 branches, who between them handle 4.4

million telephone calls a year.



Gauntlett himself became a volunteer after suicide and attempted suicide

brought grief to his family. He continues to carry out his voluntary

duties so as not to lose sight of what it is like at the cutting edge.

Even after 20 years he is still moved by troubled callers.



’I’d hate to feel I’ve developed a hard shell,’ he says. ’I find my

calls distressing, but I draw a distinct line between that and carrying

the problems.’



As a volunteer, Gauntlett was involved in setting up the Samaritans

e-mail befriending service, which received 3,100 contacts in the first

three months of this year. Now he is at the heart of the policy debate,

where issues include whether to introduce a fixed ratio of spend on

fundraising and publicity to overall income.



Historically, direct marketing was the cornerstone of the charity’s

fundraising.



There has been a broadening out to make use of other communications

disciplines in recent years and this trend may well continue. But

whatever the techniques used, Gauntlett stresses that publicity is the

’lifeblood’ of the organisation.



’He’s very sensitive about the need to be proactive at communications

with the external world,’ says NSPCC regional director Roger Thompson,

Gauntlett’s previous boss. ’He’s results oriented, articulate and

intelligent.’



Asked to identify his own strengths, Gauntlett says: ’I consider that

I’m a good strategist, and I would hope an effective manager of people.

I have a deep understanding of the volunteer culture, which is important

because we are a volunteer-led organisation.’



To unwind, Gauntlett likes working out at the gym, country walks or

pottering in the garden of his Pennines home. His fondness for his home

is such that he has not countenanced selling it and currently sets off

at 5.45am every Monday morning to drive down to the Samaritans

headquarters in Slough.



He is in the process of buying a flat a short walk away from the office

in Slough where he will stay during the working week, continuing to

return to his beloved Pennines on Fridays. The Pennines versus Slough at

the weekend? One suspects the choice wasn’t too hard.



HIGHLIGHTS

1976

Factory manager, Sterling Group

1991

Trust administrator,Yorkshire Children’s Hospital Trust

1994

Head of appeals, Northern Region NSPCC

1998

External relations director, Samaritans



Have you registered with us yet?

Register now to enjoy more articles and free email bulletins

Register
Already registered?
Sign in

Would you like to post a comment?

Please Sign in or register.