CARA GILLESPIE CONSULTANCY
ABOUT ME
Based in Gatehouse of Fleet, Dumfries & Galloway, I specialise in helping mission-driven enterprises of all kinds respond to growth and change. 


With 25 years' experience leading and supporting charities, social enterprises, community groups and small companies, I draw on a wide range of knowledge, experience and skills in my work. My consultancy commissions have been as diverse as my clients’ needs and have included governance, stakeholder engagement and business planning.

Passionate about rural ageing, I am currently Independent Sector Lead with Scottish Care's Partners for Integration team, working with Dumfries & Galloway Health and Social Care Partnership, local Care Homes and Care at Home providers to together deliver excellent, integrated and person-centred care.
I also retain a strong interest in community ownership and governance of community organisations. I Chair the Scottish Land Fund Committee, a Scottish Government fund, administered by Highlands & Islands Enterprise and the National Lottery Community Fund, which distributes £10 million for acquisition of land by communities annually. Alongside this, I consult as an Associate with Sleeping Giants, supporting two local volunteer led health projects establish as charities. I also volunteer on an ad hoc basis with community groups, particularly those delivering services or owning or developing land and assets.
Read on for some examples of my previous work, and please do get in touch if you think I might be able to help you.
Although not currently seeking paid or voluntary commissions, I am always up for an informal chat and signposting.
WHAT I DO
Below are some examples of previous work.
FOUNDATION SCOTLAND
As Community Engagement Manager- South Scotland for Foundation Scotland, I worked with communities on development and delivery of a portfolio of community benefit funds from renewable projects. I was responsible for governance and distribution of c. £2 million annually, via more than 20 funds across the Borders, Dumfries & Galloway and South Ayrshire- each involving local people in decision-making on spend. I oversaw assessment of c. 280 grant applications annually, and related grant management with funded groups. I worked with c.30 rural communities and facilitated fund and grant decision-making by their Community Company Boards and Advisory Panels; advised on governance, financial strategy; and long term investment, including endowment funds.
THE FOOD TRAIN
The Food Train provides a range of services, delivered primarily by volunteers, to older people in Scotland including grocery shopping home deliveries, household support services and befriending services.
Established in 1995 as a small scale local charity in Dumfries, the demand was clear and the potential to provide their award winning services on a national scale was evident. However the Board lacked capacity to support expansion.
I was contracted to undertake a Board Development Project. This included evaluating the current position and assessing the immediate and longer term needs of the organisation and Board; supporting the Chief Executive and Board through a period of transition and change, including establishing a new local branch structure; recruiting new Trustees and fully enabling the Board to operate at national level.
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EDINBURGH COMMUNITY FOOD
Edinburgh Community Food Initiative (ECFI), now Edinburgh Community Food, tackles health inequalities by undertaking food and health development work, and providing fresh fruit and vegetables, to low income communities in Edinburgh.
The organisation was in crisis following the departure of the Project Manager and withdrawal of a major contract by City of Edinburgh Council. I was contracted to undertake the role of Interim Chief Executive, stabilise and develop the organisation, leading to the recruitment of a new, permanent Chief Executive.
THE MELTING POT
The Melting Pot is a social enterprise, providing affordable, flexible work and meeting/events spaces in Edinburgh, with a particular focus on social innovation and building social capital.
I supported the Managing Director with a major change project; identifying changes needed to adapt to growth, followed by support through restructuring and development of the staff and Board.
