Spring 2012 12 1987-20 RY A S A N NIVERSupporting and Developing, Connecting and Representing A Crisis We Cannot Afford David Miliband on the Youth Unemployment Time Bomb Also in this issue: A CEO Survival Plan The Paula Principle Taking the Lead on Fundraising Networking the New Way
ACEVO network spring 2012 3Contents Spring 2012 20 22Cover Story In brief 1832 A Crisis We 4 Director’s Welcome 25 The Paula PrincipleCannot Afford Jenny Berry on kick-starting Women’s superior educational your development as a leader. achievements should not beChair of the ACEVO ignored says David Fielding MBE.Commission on Youth 6 NewsUnemployment, 27 Member Tried and TestedDavid Miliband puts 10 ACEVO Members’ Newsforward his views on 29 Risk and Rewardwhat needs to happen 13 A CEO Survival Plan Know the risks when bidding forto avert a youth Uday Thacker’s framework for public sector contracts warnsunemployment crisis. surviving the leadership terrain. Zurich’s Paul Emery. 14 Impact Assessment in Strategic 31 Me and My Chair Reviews and Planning Maff Potts on his Chair Andrew Key questions to ask when Barnett: an ideas man and strategist. reviewing impact measurement. 34 Take the Lead on Fundraising 15 The Coach Conundrum Spend at least 20% of your time on Is it worth it?Jenny Berry on the fundraising advises IoF CEO benefits of being coached. Peter Lewis. 17 What is the Retail 35 Social Europe Needs your Help Distribution Review? Lucas Fülling on why UK The impact of RDR on your organisations should shape the organisation from Ian Bird. Brussels agenda. 18 New CEO Checklist 36 Networking the New Way Where do you start if you are a new Heidi Nicholson on why you need CEO? CFG’s Caron Bradshaw to be linked in to get ahead in reveals her tips for success. your career. 20 Show the Difference You Make 39 Welcome to Wales Pro Bono Economics Director Ann Collins provides an update Sue Holloway on support for on the Welsh Assembly Government. demonstrating social impact. 41 Pension Reform Support 22 Confessions of a CEO A new pension scheme for CEO Paul Woodward on members as highlighted by his career and being ACEVO’s Louise Smith. at the helm of Sue Ryder. 42 Timeout32 35
4 ACEVO network spring 2012Director’s WelcomeSpring into ActionDirector of Leadership, Jenny Berry on how you can kick start your learning this spring. elcome to our Now spring has Most importantly, weW Spring edition of network. LikeSpring, we are bursting arrived, we have a season representing new growth. The development activities have specifically structured it so you can dip in and out as your development needs,with exciting new leadership you may have started time and budget dictate.development resources planning in the winter are If you leave the programmeaimed to suit your now able to blossom. After after completing one orschedule, budget and a long winter of planning more modules, you can gaintopic. In fact, leadership I’m pleased to announce postgraduate credit pointsdevelopment is like the that our new leadership for the work you haveseasons. It occurs development programmes completed. Work-basedin cycles. are themselves starting to assignments and bud. The Post Graduate presentations outliningSometimes we find that our Certificate in Executive application to work maketried and trusted techniques Leadership, developed in up the assessment of eachand methods just aren’t partnership with Leeds module. This way you canworking like they used to. Met University, has been directly apply your learningWe then have the need to designed to meet the specific to your organisation so thatreinvent our leadership style requirements of third sector you can see its relevanceand revitalise our techniques leaders who feel the need to and potentially gainto meet the current and invigorate their leadership immediate feedback andemerging challenges of the abilities to meet current return on your learningworkplace. At ACEVO, we are challenges. This programme investment. Whetherconstantly reviewing and begins in September; an ideal completing a module or tworefreshing our leadership time for you to examine the or the whole qualification,development offerings to leadership paradigms you this will be like a summerensure they are meeting operate by and discover season of your development.your personal, organisational other resources that might Your fruit as a leader will beand sector needs. be better suited to your evident with you and others You may have just been leadership challenges. At ACEVO, we experiencing the benefits.through winter in your The programme consists are constantlyleadership development. of three core modules and one Further details of thisThis was a time of inward elective. After consultation reviewing and programme, otherenergy where nothing much with members, the board and refreshing our leadership developmentgrew. Perhaps, it was a time academia, the core modules programmes and leadershipfor introspection. You might (The Board, The Executive resources – many free –have reflected on your and Good Governance; development can be found on oursuccesses from the past Strategic Change; and offerings to website. I’d be happy toyear and things that didn’t Finance for the Third Sector) discuss your uniquego as well as you would were deemed most relevant ensure they are development needshave liked. You might have to third sectors leaders. The meeting your further and how ACEVOworked on your personal elective modules (Enabling can help you. personal,development plan and People Performance andjotted down some ideas for Marketing & Stakeholder organisational and Contact me atdevelopment activities in Engagement) were also sector needs. email@example.com coming year. considered key. to arrange a time.
ACEVO network spring 2012 5
6 ACEVO network spring 2012Editor’s Intro News Spring2012 In BriefWhere will it all end? Free Euclid Network“Doing more for less”. “Challenging, turbulent and tough times”.“…heading towards the perfect storm”. The Guardian is calling Membershiphard times the ‘new normal’. And perhaps my favourite “Frugalityfatigue” – we are all fed up of being frugal and finding it hard toget others to spend. These are all different Zeitgeist phrases andclichés we are sadly, now immune to. And to top it all off we areback in recession. When and where will it all end? These prolonged Euclid Network is moving away from aand debilitating conditions are enough to test the most experienced, traditional membership structureresilient and patient CEOs and directors. becoming an inclusive living network. As part of this change ACEVO MembersAs a body focused on helping members make positive change can now interact with their Europeanthrough good leadership, we hope, wherever you are in your peers and share information, news andleadership journey that we can and are providing you with the events for free. Take a look at theirtangible tools and resources to help you (cliché alert!) weather the new website www.euclidnetwork.eu/storm and give you the ‘heads up’ on key issues. or contact Kate Duffy via firstname.lastname@example.org to findWe hope this issue of network is one of those tangible tools. It covers out more about Associate membership.a CEO survival framework (page 13); why you should consider acoach to support you as the leader (page 15); taking the hassle outof the pension reform (page 41) and demonstrating your impact Give More – Are you?(pages 14 and 20). If you are a new CEO, please read Caron Bradshaw’sarticle on her first CEO role – very inspiring (page 18). And for those This 12 monthof you that lead organisations focussed on young adults and initiative isunemployment issues, you can read our Commission on Youth designed toUnemployment’s recommendations for turning around the situation encourage peoplefor those not in education, employment or training via its Chair to make publicDavid Miliband (page 32). commitments to give more time,This is my last issue of network. It’s been great working with so money and energymany members on it. I am handing over to Erin McFeely, this year. As aHead of Member Engagement. If you have any ideas for articles nation, we rarely talk about giving, but ifemail email@example.com You can stay in touch via we don’t shout about the good work goingTwitter @agnesjumah1 on up and down the country, many voluntary organisations and communityAgnes Jumah, Editor, firstname.lastname@example.org groups may cease to exist. Independent of government and funded by the Pears Foundation, Givenetwork is a quarterly journal for chief executives, senior management and all those interested inleadership in the third sector. It is available on a controlled basis to members of ACEVO and is available More want us to pool our resources andto other readers on subscription. network accepts no responsibility for the loss or damage, however share our passion for causes we carecaused, to any material submitted for publication. Editorial opinions expressed in the magazine are about. There is no minimum commitmentnot necessarily those of ACEVO. or specific causes they want people toACEVO is the Association of Chief Executives of Voluntary Organisations. We connect, develop give to. Visit their website –represent and support third sector leaders. We have nearly 2,000 members and have been providingsupport and advice to our members for over 20 years. To find out more about becoming a member, www.givemore.org.uk - make a pledgeplease contact us on 020 7280 4960 or visit www.acevo.org.uk/membership and get talking about giving! Non-profit supporters can also signNo part of this publication may be reproduced in any form without the prior consent of ACEVO. up and spread the word. VisitSubscription UK: 1 year - £40 www.givemore.org.uk/supporters/network is designed by people-co.com non-profit-supporters to sign up.
ACEVO network spring 2012 7 Early and intense intervention is needed for the young unemployed states David Miliband on page 32.Can Leadership Visit our CEO New Social Become a CloreEmbrace Lounge at the Enterprise LeadershipDisruption? Charityfair Qualification FellowOur CEO Summit on 06 July in On 28-29 June we will be The Social Enterprise The Clore Social LeadershipLondon, asks if you as a third hosting a CEO lounge at Qualification (SEQ) can equip Programme aims to identify,sector leader can embrace Charityfair in London’s Hotel people with socially connect and develop aspiringdisruption? The conference Russell. Visit the ACEVO CEO enterprising skills and leaders in the social sectorwill examine the role of the Lounge for networking with accreditation that will help at a vital time. Every year upCEO from an organisational other members and leaders. them make a positive change, to 20 new recruits join thisperspective and gives you Free to attend, Charityfair for themselves, society and unique personalisedpractical advice on change will be opened by Nick Hurd, the environment. leadership developmentmanagement. From Minister for Civil Society, and programme, which has beenredundancies and will have nearly 100 individual Initially piloted with 50 described by many of the 30restructuring to diversifying training sessions that can be schools in the UK, China and Fellows already on board asyour income and strengthening booked in advance. From Uganda, this global ‘transformational’.external relationships in light mergers and collaborations to qualification encouragesof internal changes. The HR for the CEO and SMT; top people interested in making Fellows can complete thesummit will also be a great tips for trustees and how to positive change gain real programme over 12 or upopportunity for peer learning. run excellent board meetings, experience of generating to 24 months, on a full or the workshops cover a wide income, organising events and part-time basis; manyVisit www.acevo.org.uk/ variety of subjects relevant to building management skills. choose to stay employedceosummit2012 for more on third sector leaders. in the sector whilstthe agenda and speakers. If you would like a free 20 The SEQ provides an undertaking their minute personalised surgery, opportunity for young people Fellowship part-time. register in advance at to understand what ethical www.charityfair.org.uk as trading and consumerism are Applications are open now they are available on a first- about, all the time considering with successful applicants come-first-served basis. how what they do can make expected to start their a real difference to the Fellowship in January communities around them 2013. For more details and beyond. and to apply visit Setting up a www.cloresocialleadership. Consortium? Available for use by schools, org.uk youth groups and adult In partnership with Neil Coulson training providers find out New Associates, ACEVO has launched more about SEQ at Member Benefit: a toolkit for charities that want to www.realideas.org/SEQ create a consortium. The toolkit, Governance ConsortiaSupportisaseven-stage Helpline guide from the initial stages of 020 7280 4960 forming consortia through to On its way soon: expansion. The toolkit also provides support to existing ACEVO/Attenti Pay Are you a consortia and a package of Survey Questionnaire. new member? consultancy is also available. Return your answers Join the ACEVO team To find out more visit the website at a new member lunch. www.consortiasupport.org.uk or to receive a free copy Email membership@ callJohnGillespieon02072804938. of the survey! acevo.org.uk
8 ACEVO network spring 2012News Spring2012 Member Tried & Tested! Try our Commissioning Support helpline. Steve Woodford was glad he did. See page 27. Launch of Youth Unemployment Commission Report Launched in February, the final report argues that youth unemployment has reached an emergency point. With one in five young people not in employment, education or training and a quarter of a million unemployed for over a year, the Commission says youth unemployment is not only one of the greatest challenges facing the country in human terms, but is also a £28bn time bomb under the nation’s finances. As well as highlighting hotspots across Britain, where youth unemployment has reached emergency levels, the report recommends practical steps that need to be taken to tackle Britain’s long-standing structural youth unemployment problem. Speaking at the launch of the report David Miliband MP said “Young people, Government, communities and employers will all need to up their game if young people are to succeed in a radically changing jobs market. Our report sets out a practical route map for how they can do precisely that. The crisis of youth unemployment can and must be tackled now. With action we can make a real difference across Britain.” To download your free copy of the report and to watch David Miliband’s speech at the launch event visit www.acevo.org.uk/youthunemployment Read page 32 for our cover story from David Miliband on youth unemployment.What Volunteers Do You Attract?ACEVO Corporate Partners, Zurich conducted research into how and why people are volunteering.The findings show over one in two people in Britain took part in some form of volunteering last year,and that it’s women and older people leading the way. When it comes to why and how volunteers ‘do their bit’ Zurich found there are four key ‘types’ of modern volunteer –you-gooders (the UK’s most common), heart-isans, loc-alturists and clan-itarians. Each type of volunteer has its ownreasons and benefits from volunteering and by looking at these, third sector organisations can tailor theircommunications and thereby the number of volunteers. ACEVO members can access the full findings and free guidance on setting up and running volunteer schemes,courtesy of Zurich at mycommunitystarter.co.uk Does your charity deserve to be shouted about? The deadline to enter the Charity Times Awards 2012 is fast approaching. Now in its thirteenth year, the Charity Times Awards continue to celebrate best practice in the third sector, and with twenty three categories there is bound to be one in which your organisation excels! Demonstrating the positive aspects of networking and peer support, member organisations that have been recognised for their best practice include Chance UK, BTCV, Autism Plus, Dogs Trust, Community Links and Build Africa. If you are thinking about entering and want some advice contact one of these past winners. Log into the ACEVO website www.acevo.org.uk and go to the My Membership Area; select the Contact a Member tab to search for a member. The awards are free to enter for any UK-based registered charity, or international charity with registered UK offices. Entries close on 25 May with winning organisations being announced at the Awards Gala Dinner on 18 October 2012. To find out more and to enter your organisation visit www.charitytimes.com/awards
ACEVO network spring 2012 9You need to lead from the front when it comes to fundraising saysPeter Lewis on page 34.New Members New ACEVO Board members!Here are some of our newest members. To contact any of If you didn’t attend the ACEVO AGM, youthese new members, go to the Membership area of the might not have heard about the newwebsite and log in. In the left-hand navigation, click ACEVO Board members. Alison Agius;Contact a Member to find a member. Cath Lee and Paul Martin were all elected as trustees. Virginia BeardshawOluwatobi Akiode – CEO, Akiode Foundation was also re-elected.Wayne Bulpitt – UK Chief Commissioner, Scout Association Alison Agius has taken Catalyst Stockton on Tees from an idea to anRob Cuming – CEO, HBCF innovative infrastructure vehicle in Cath LeeChris Langdon – Managing Director, Oxford Research Group three years. Having previouslyJohn Nyota – Managing Director, MIC Hotel & Conference worked at North East Social Enterprise Partnerships, as an ACEVOCentre trustee Alison wants to increase the representation of the NorthDeborah Tosler – CEO, Prospect Housing & Support Services nationally, particularly through increasing the northern membershipRob William – CEO, War Child numbers. As CEO of the Small Charities Coalition, Cath Lee has insight intoBrendan McCarthy – CEO, Greenwich Foundation for The the particular challenges faced by small charity leaders. She hasOld Royal Navy College sector wide experience having spent nearly twenty years working atHelen Barnett – CEO, Active Luton Shelter, Crisis and RNIB.Chris Bateman – General Manager, York St John Paul Martin OBE has worked in the sector for over twenty five yearsStudents Union and is currently CEO of medium-sized charity Lesbian & GaySuki Kaur – CEO, Domestic Violence Integrated Response Foundation. Paul believes that in these challenging times the sector needs to “…come together and work in partnership to resolve ourOlivia Marks-Woldman – CEO, Holocaust Memorial Day Trust difficulties.” As a board member Paul hopes to play a part in bringingSandra Schembri – CEO, The House of St Barnabas ACEVO members closer together.Andy Sellins – CEO, Cricket for Change For further information about our board, contact the CompanyMohamed Ashmawey – CEO, Islamic Relief Worldwide Secretary on 020 7280 4966.Andy Clow – CEO, The Youth AssociationRichard Lang – Operations Manager, Eaton ValeActivity CentreMary Mosinghi – CEO, Africare Prevention RevolutionMatt Stevenson-Dodd – CEO, Street League ACEVO has created a taskforce to examine ways to encourageKeith Davis – Managing Director, Borough Market the growth and development of preventative services in health.David Todd – Administrator, Chauncy Maples Malawi Trust The financial and demographic pressures facing the NHS canRichard Craig – CEO, Charity Technology Trust only be addressed through new ways of working, including a stronger emphasis on preventative services which supportTom Sanderson – UK Director, Five Talents people to stay out of hospital; co-produce better healthGraham Bell – CEO, Kibble Education and Care Centre outcomes, and manage long-term conditions. The taskforce willPaula Ojok – Acting CEO, Mental Health Helplines examine ways to shift investment in health towards prevention;Partnership break down the local barriers to greater commissioning ofElaine Clowes – CEO, Children’s Link preventative services, and support a cultural shift in favour ofAmber Sylvester – Support & Development Manager, innovative preventative care across the NHS. The taskforce is made up of experts from across the fields ofThe Ashley Foundation health and care, including ACEVO members and is chaired by SirVirginia Greenwood – CEO, The Mayor of London’s Fund Hugh Taylor, formerly Permanent Secretary at the DH and nowfor Young Musicians Chair of Guy’s and St Thomas’ Trust. If you would like to getJulie Hagarty – CEO, EnhanceAble involved in the taskforce, email Alex Massey atDickie Chester-James – CEO, Staffordshire Women’s Aid email@example.com
10 ACEVO network spring 2012ACEVO Members’ NewsChange to IARS Board Low Cost Independent Academic Research Studies (IARS) Desk Space has announced a change to its governance with the appointment of John Palmer as its new Chair, Independent Academic and Keith Griffiths as Vice-Chair. Also joining Research Studies have two them is Sir Bert Massie CBE, who will become desks available to rent in their the charity’s fifth patron. offices in Stockwell, South Member and founder, Theo Gavrielides said "It is London. For £58 per week or an honour to have Sir Massie as one of our £13 per day (VAT free) desk Patrons and we are very excited with the space includes Wi-Fi, tea and appointment of John Palmer and Keith Griffiths. coffee, access to shared At this critical point in time, these key individuals kitchen facilities and private will help us develop and deliver our ambitions toilets. To find out more Sir Bert Massie CBE and objects for a better society”. email Sarah Topa at Over the last few years, IARS has grown from a firstname.lastname@example.org, youth-led research network to an international, credible think-tank thathelps effect change for young people. On joining IARS as a patron Sir Massie said“IARS is an organisation that is making a growing impact. I am proud to beassociated with it, and look forward to working with it as one of its Patrons”. ++++NEW MEMBER BENEFIT: ACEVO MEMBER PENSION SCHEME SEE PAGE 41 ++++ Royal Patron for St Giles Trust Offering practical support around issues such as housing, improving skills, employment opportunities and resettling into the community after prison, St Giles Trust helps ex-offenders break the cycle of offending. With 50 years of work with ex-offenders under its belt, St Giles Trust has a new patron, the Duke of Cambridge. Speaking about the appointment, ACEVO member Rob Owen said:‘We are honoured and delighted that The Duke of Cambridge will be our Patron for our important 50th anniversary year. By supporting us, he is leading by example in helping some of the most excluded, disadvantaged people in society who really need support. Although our work has evolved over the years, we remain an organisation, which works with people who have fallen through the gaps in the states safety net.’ Continuing Royal support into the third generation, the Duke’s Patronage highlights his interest in affording people of all ages and stages of their lives - and especially those who feel disengaged or excluded from society - the opportunity to develop a sense of purpose and realise their true potential. Running for the duration of 2012, the Trust is ‘…very much looking forward to working with The Duke of Cambridge over the coming year and hope his patronage will help highlight this important issue.’
ACEVO network spring 2012 11 Why don’t women get further in their careers? Read page 25 to find out. CoolTan Volunteer Wins Award CoolTan Volunteer Adam Elsondany won the first prize award in the arts category from the Young Achievers Trust for his contribution to CoolTan Arts. The awards recognise outstanding contributions in volunteering from inspirational young people. As a first prize winner, Adam will receive a money cant buy experience and a package of support to help him develop his volunteering.Small Organisation CoolTan Arts, led by ACEVO member Michelle Baharier,Spotlight: City Year believes mental wellbeing is enhanced by the power of creativity. The organisation is run by and for people whoLondon experience mental distress. Adams courage and determination in overcoming his own personal challenges is inspiring and his achievement is testimony to the success ofCEO Sophie Livingston says of her small London based CoolTan Arts unique, stigma-busting approach to mentalcharity “I am very proud to be leading the fastest growing and health and disability.most dynamic youth and education charity in London. CityYear is founded on the belief that young people can change Adam said “I am proud to win this award; it was an inspiringthe world. We recruit passionate 18-25 year olds to work on a and motivational day. My thanks to CoolTan for recognisingfull-time but voluntary basis in inner city schools. my efforts”. “The young people – who become our ‘corps members’ -act as tutors, mentors and role models during their year of CoolTan Arts has also picked up an award; they were a winnerservice with us. Working alongside teachers, they inspire at the Mental Health Hero Awards. Well done!children to love learning, behave well and develop intopositive citizens. “2012 is our second year working in schools acrossLondon and we have 80 full-time corps members now servingwith us. City Year aims to have a "double impact". Firstly, we Volunteeringstrive to have a transformative effect on the schools weserve. The ‘corps members’ commitment and passion to England’sempowering children has a significant impact on their schoolwork, engagement with learning and the overall school Volunteers Weekclimate. Children love our bright red uniform which acts as apowerful statement of our identity and values. 01-07 June “Secondly, City Year has a transformative effect on theyoung people themselves. Celebrating the fantastic“In addition to the fantastic experience of working in dynamic contribution of millions across theteams in challenging schools, corps members receive over UK, Volunteers Week is now in its300 hours of training and coaching in our Life After City Year 28th year. Initially run at a local level to raise greaterprogramme. awareness of the work of volunteers, the week has grown “This includes matching them to mentors from our year on year and now incorporates different events fromcorporate sponsors, coaching interview tips and public sponsored walks to information booths; awards presentationsspeaking training.” and team challenge events throughout the UK. This year the Sophie would be delighted to hear from fellow ACEVO week runs from 01– 07 June. If you would like to involve yourmembers. Contact Sophie at email@example.com organisation in Volunteering Week or to find out more get inor visit www.cityyear.org.uk contact with Volunteering England.
Selected Advisory Partner of ACEVO Adviso oryEllis Whittam is the leading specialist provider of quality, m ecialist quality, yexpert advice to UK Voluntary Organisations on: advicce Voluntary O• Employment Law • Health & Safety • Human Resources Employme ent S Reso ourcesEllis Whittam Commitment to ACEVO members Whittam A• Cost effective service which represents effec ctive repr resents e d • Innovative and efﬁcient service delivery demonstrable value for money demonstraable regula ated ins surance • FSA regulated legal expenses insurance cover• Unrivalled premium quality support by d, Unrivalled, support event Trib bunal in the event of a Employment Tribunal or a qualiﬁed advisers Health & Safety Prosecution SWe offer a pragmatic and commercial approach to current pressures facingW ff ti d i l ht t f iVoluntary Organisations.Our ﬁxed fee, unlimited advice and support service includes expert assistance with:• Mergers, acquisitions and TUPE• Downsizing and redundancy• Restructuring and funding issues• Cost reductions & pay cuts• Changes to Terms & Conditions• Pro active risk management More Information As an ACEVO member, if you are facing a pressing situation and would like to discuss a particular matter, require a second opinion or review of a key document. In total conﬁdence and without cost to you - please email firstname.lastname@example.org or call 0845 226 8393 and quote ACEVO. elliswhittam.com Ellis Whittam is a trading name of Ellis Whittam Limited. Ellis Whittam Limited is registered in England, registration number 04382739 and is authorised and regulated by the Financial Services Authority, registration number 310779
ACEVO network spring 2012 13A CEO Survival PlanUday Thacker, Managing Director of Red Ochre presents a practical framework for surviving and thrivingas a third sector CEO. urbulent times can lead to to achieve in terms of personal – try not to do everything.T a clamour for changes in the way voluntary sectororganisations are led. New goals? Just as an organisation is required to have a vision, you need a vision to keep yourself • Humility. Recruit really good people and delegate as much as possible. Bask in yourparadigms in management motivated. Goals could cover collective achievement.delivery are demanded and different areas including • Consistency. This is the bestrafts of articles and books on personal achievement, way to create trust and anew management theories join recognition, learning, monetary responsive team; set a paththe extensive catalogues of, reward, for example. and stick to it, without beingmostly unread, business books. Alongside this you need to obstinate about it. remember, the organisation will • Flexibility. Take on boardA voluntary sector CEO exists in survive you but you might not other opinions; they maya most unenviable position – not survive the organisation. In other know something you don’t.truly in charge and yet not devoid words, ensure you have a good Keep learning, reflect andof considerable responsibility balance between the demands of then, if convinced, makeand under constant scrutiny and the job and what you will have to changes.pressure. A CEO performs a fall back upon when you move on • Firmness. Don’t try toconstant balancing act: –family,friends,hobbies,passions. always be liked; foremost,continually growing demands One of the most interesting ensure you are respected.against shrinking resources; things you can do is to make • Take risks. Fully understoodmanaging contradictory and work something that you enjoy. what you are doing, alwaysoften petulant Boards against So how can you ensure you are with safety nets in place.efficient execution of delivery; happy and work is more play • Keep life in perspective.high commitment against low than drudge? This is not to say Keep mentally and physicallystakeholder support and that you can’t be professional healthy.recognition; I could go on. and exacting in what you do, but • Remain optimistic andNeedless to say plenty of can you create an environment resolute. Your team will bestamina is required. that allows you to jump out of more confident if you are. A successful CEO has to bed knowing you are going to • Lead from the front.realise that high functionality is a have a great day. A successful Balance your leadership andconstant and a given, and not CEO has to management roles.something that only needs to be This is a good framework of • Be supportive. You should bedemonstrated at a time of principles from which you can realise that high a shelter in a hostile world toeconomic instability. As a leader operate. functionality is your team.you should be constantly a constant and • Get support for yourself. It’sdeveloping your skills if you are • Self-belief. If you don’t lonely at the top; have ato survive, let alone make a believe in yourself nobody a given, and not coach or someone you cansuccess of your career. You need else will. something that talk honestly to.to forge your own success and • Betruetoyourself. Don’t • Smile. It will make you feelcan do so through some simple compromise yourself or only needs to be better and will confound theeffective strategies. A good your values. demonstrated pessimists.starting point is to have twin road • Honesty. Be self-aware; at a time of Importantly, and somethingmaps: one for the organisation – what are you good at and not we may all forget is knowhopefully a strategy created and so good at? Ask someone economic when it is time to move onagreed with the Board, and a else to ride wing on the areas instability. and pass the reigns topersonal one. What is it you want that you are not an expert on someone else.
14 ACEVO network spring 2012Impact Assessment in StrategicReviews and PlanningReviewing your impact measurement? Here are some key questions to ask yourself throughoutthe process. investment in setting up impact measurement systems but you may have many elements in place already, although not joined up. • Review and evaluate your existing systems of monitoring and evaluation • Develop and implement a ‘whole organisation’ evaluation strategy and here is considerable disproportionate activity and organisation alongside raising reporting programmeT emphasis and demand on charities to demonstratetheir effectiveness and impact, having to reinvent the wheel for each new activity. It is worth identifying some awareness and managing expectations. Think about what your stakeholders need to • • Plan the process Invest in developing the skills and knowledge ofwhether it is in the context of of the drivers of impact be told and what you want identified key personnelreporting ‘public benefit’ or assessment and setting to tell them. • Look at how other similarto a funder to show that a the context for monitoring, organisations demonstrateservice, or project has made evaluating and demonstrating Monitoring and their impacta difference. impact. Evaluation There is a strong argument It is always good to know what Keep relating it back to yourin favour of adopting a ‘whole Internal Requirements works (and what didn’t) when strategic objectives. If you doorganisation’ approach to and Resources planning how you will this and review what it is tellingmonitoring and evaluation What are your organisation’s approach impact assessment you, you can adapt andactivities and demonstrating strategic plans, progress and in the future. Knowing what transform your organisation.impact in terms that are relevant review? How can you maintain resources are required for Put these steps in placeto the individual organisation and consistency and continuity? How each activity and a common and you will be well on the wayits mission. At an organisational complex or how simple should unit cost basis will help you to to meeting the ImpACTlevel, using the strategic plan as your assessment be? Does your achieve efficient information Coalition’s principles of goodthe key driver for all reporting measurement confirm your collection. If you know what impact reporting of Clarity;activity will not only assist you in values and ethos? You should has worked and why, you Accessibility; Transparency;reviewing progress towards your also ask the following. What have can define the terms. Accountability and;strategic goals, but will also we set out to do? How do we Understand that assessing Proportionality.ensure that you are reporting intend to carry on operating? and demonstrating impact iswhat is relevant to your How much resource can we both a legitimate and This article is based on aorganisation and its aspirations, commit? necessary part of the costs workshop session presentedvalues and ethos. so you should know what your by an ACEVO Consultant at All the requirements of Recognise External services and activities cost. the ACEVO Annual Conferencemonitoring, evaluation and Drivers Use this information as 2011. To speak to animpact reporting require What are the external drivers intelligence for your future ACEVO Consulting advisorresources; by tying these in that can influence your planning. about ACEVO Consultingby design as part of the strategic impact measurement? Consider services or matters raised inplanning and review process funders’ outcomes and outputs Relate Everything to this article call Eleanor Dandyyou can reduce the risk of reporting requirements; how to Strategic Objectives on 020 7280 4933 or visitretrospective and promote the values of the You may need to make an initial www.acevoconsulting.org.uk
ACEVO network spring 2012 15The Coach ConundrumShould CEOs work with a coach? Jenny Berry, Director of Leadership Development discusses thebenefits of having someone to bounce leadership ideas off. imes are tough and their ability to stay ahead ofT ACEVO helplines are proving to be beneficialin providing guidance and contemporaries and competitors. A good coach is solutions-focused and buildsadvice for CEOs leading upon strengths to help avoidthrough difficult and potential pitfalls.demanding situations. Here are our top reasons forThis has led ACEVO to think recommending CEOs andmore about CEO coaching and directors work with a coach.how a coach could play a partin helping prevent a difficult Improvedsituation; limit its impact or Relationshipsreduce the stress in managing Reporting to the Board andit. Research shows that CEOs leading the senior team Improved Culture Space to be Creativehave more to gain from produces complex and A coach can assist the CEO to The “What if…” technique iscoaching than anyone else in ambiguous relationships. link strategy with the frequently used in coaching. Forthe organisation as their Coaches help CEOs understand behavioural change required to example “What if we didn’t haveactions have the widest themselves, others and their drive the desired culture. CEOs X department?” Given freedominfluence. Athletes use a role in relationships to avoid or often sell the vision without to think this way without fear ofcoach to guide, advise and minimise conflict. awareness of the impact of upsetting others can generatemotivate them to achieve their their behaviour on powerful ideas. The CEO thatpersonal best. Many CEOs rely Clear Expectations organisational culture. continuously challenges theiron trusted colleagues, friends The CEO needs strategies and own assumptions has a clearor family for this. However, techniques to manage the Balanced Senior Team strategic focus and can oftenthese groups can be biased Board in order to achieve the The coach provides an demonstrate effectivewhereas a coach has no outcomes required. A coach objective mirror for self- leadership, efficient managementvested interests. can assist with expectations reflection so the CEO can then and clear communication. management. surround themselves withLeaders should garner others who have the skills and There are only two mainpotential in themselves, others Better Life Balance personality traits they don’t reasons why coaching doesntand organisations. Yet many The intention of keeping work possess to ensure balance in work: if there is a bad fitCEOs concentrate their efforts in perspective can drift when the top team. between the coach andon others and their under constant pressure. coachee or if the CEO is notorganisations, often ignoring Reporting back to a coach on Improved Structure ready to be open and willing tothemselves. Having worked progress helps the CEO and Focus move out of their comfort zone.hard at developing effective maintain momentum. Wrestling with hundreds of So, the question is not whetherskills, knowledge and complex issues daily, it can be coaching will provide resultsbehaviours earlier in their Increased Resilience difficult to see the wood for the but rather can you find thecareer they now don’t find the A coach can help the CEO trees. A coach helps the CEO right coach?time or budget for their own understand their default put frameworks aroundprofessional development. coping mechanisms; whether processes and decisions. In Contact Jenny BerryHowever, like an athlete, these are useful to their role addition, time to think, reflect email@example.com work is required to and how they can express and test theories ‘out loud’ for a confidential chat onstay on top. CEOs are only as themselves more appropriately helps the CEO work through matching you to the rightgood as their last decision, or in different situations. the challenges. coach for your needs.
ACEVO network spring 2012 17What is the Retail Distribution Review?Ian Bird, Equity Partner at Foster Denovo explores how a little known piece of legislation could have asignificant effect on some employers. he latest ACEVO Pension this date will, under current limit their access to financialT Survey revealed that two thirds of thirdsector employers are not legislation, continue to be allowed to enrol staff and still have the cost of the advice advice. Without financial education around pensions, employees risk opting foraware of the Retail funded via commission inappropriate investmentDistribution Review (RDR). from the pension provider, funds or selecting unrealisticSo what’s it all about and paid for indirectly through retirement goals.how could it affect you? product charges. What canWhat is RDR? What does this mean organisations doThe Retail Distribution Review for employers? ahead of RDR?(RDR) has been introduced by The introduction of RDR The main piece of advice that Ithe Financial Services means that the typical can offer employers is to takeAuthority (FSA) in order to adviser-provider relationship this opportunity to review yourgive consumers greater clarity will be replaced by an existing pension scheme.on financial products and to adviser-employer This review should consider:increase trust and confidence relationship.within Financial Services. Consultancy charging • how you wish to provideAs part of RDR, all independent will put the payment for financial advice to yourand restricted financial advice in the hands of the employees on an ongoingadvisers will be required to employer or their employees. basis.reach established professional But many fear that an • whether your existingstandards by 01 January unintended consequence of scheme is suitable for2013 in order to continue to RDR will be a reduction in the pension reform and fit forgive advice. availability of financial advice, purpose. The way in which advisers as some employers shy away • the cost of advice.are remunerated for giving from paying for services theyadvice will also change. have seemingly received for ACEVO has recently launchedCurrently, advisers offer the free in the past. a dedicated Pension Schemechoice of paying for advice by This has caused many to with leading pension providerfee or in the form of question the timing of this AEGON for their members.commission payments made legislation which is being The scheme is easy to Without financialdirectly by the product brought in during a period of administer and has a lowprovider. After 01 January significant change within the education charging structure (see page 412013, commission payments pensions’ landscape. The around pensions, for more information)on new pension schemes will introduction of pension and could provide a goodno longer be possible and reform from October this employees risk alternative for some employers.advice will have to be paid for in year is likely to mean that opting for If you want to find out more,the form of ‘consultancy many organisations and please get in touch. inappropriatecharging’ as a fee by the their staff will requireemployer or in the form of a heightened financial investment funds To find out more about RDR and whether this willdeduction from an employee’s education and advice to or selecting affect your organisation,pension policy. support them with their contact Ian Bird on retirement planning unrealistic 0845 838 6060 orThose employers with pension decisions. The introduction retirement goals. firstname.lastname@example.org established prior to of fees over commission may
18 ACEVO network spring 2012New CEO ChecklistCaron Bradshaw, CEO of the Charity Finance Group (CFG) gives an honest account of the steps she took to become hen I was asked to Tyler’s It’s Tough at the Top. you really start to understand and enthuse, to keep up theW share my thoughts on preparing for myfirst CEO role, the lessons The Chief Executive’s First 100 Days: A Road Map for Success was a really how things work – and identify things you had not anticipated you’d need to pace of change, to stay positive and to keep listening.I have learned and the interesting read; had lots of address. Ways of thinkingadvice I would now give useful information and made and approachessomeone preparing for me feel that I could plan what My appointment marked a I have come to the conclusiontheir first role, I was in two my approach would be. It new chapter in the life of that quick and radicleminds about how straight minimised doubt and gave the organisation. I was change is reasonably easytalking I should be. I’ve me some structure for my engaged to prepare the to achieve if you are preparedfound I get more from those thoughts and plans. In that organisation for significant to be brutal but if you wantwho are prepared to take the regard it was fabulous. growth, and to scale up its to get the best from people,risk of bearing their soul - Allcock-Tyler’s book was a activities. Not growth for to release their potentialso I hope the following will highlight too - funny, growth’s sake but rather to and deliver lasting andbe a helpful and frank thought-provoking and reach the widest possible deeper change, whichreview of my time so far. honest. audience on the matters builds on the organisation’s core to our mission – to achievements to date,I’ve held many senior roles, In addition to reading lots, take it to the ‘next level’. it takes longer and requiresmanaged teams and chaired I also got myself a coach This meant structural more sustained effort.organisations but this is my and a mentor - I cannot changes and systemfirst CEO role. I care deeply recommend both of these amendments of course – I challenge traditionalabout the sector and enough. You cannot expect - and a fresh look at how thinking which implies thatdesperately wanted this job - nor can you get what you teams worked together, if you don’t make changesthough I didn’t really allow need from discussing and what ‘being CFG’ meant. quickly, teams revert to oldmyself to believe I’d be the intimate details of an If traditional wisdom were ways of doing things andsuccessful candidate during organisation and its to be accepted my window you miss your chance. Inthe interview process! As challenges with your of opportunity to effect my view change is not asoon as I was shortlisted as family, friends or general such change would be moment in time, or solelyone of the last two contacts. You need a time-limited. about the big things - it is acandidates, I set about confidant; someone who can constant state and weplanning my first three, six share their experience - To say “It’s lonely being a should always beand nine months and what who has been there, seen it CEO” or that the ‘people challenging, shaping,I’d like to achieve. and done it. bits’ are the hardest to deal amending and altering with may be a cliché but what we do to ensure weUseful resources Your role as CEO it’s absolutely true. Helping continue to provide the bestInitially, I sourced lots of I arrived at the organisation your teams to embrace possible outcomes. Thushelpful guides and carrying my plans, diagrams change; to respond positively the challenge is not to getpublications then read about and musings based on to a new direction; to buy in there in the honeymoonother peoples’ experiences the significant homework into your vision and do all period and make theand talked to people who I’d done. I soon found out that whilst still delivering changes you need but ratherknew CFG well. Two that being inside an the day-to-day expectations, to settle the mind-set ofpublications stood out - organisation, irrespective takes it out of you (and the your staff into thinking ofthe ACEVO/CASS The of your preparation, is team!) physically and their organisation as anChief Executive’s First 100 entirely different. Once you mentally. It’s your job to organism which constantlyDays: A Road Map for lift the bonnet and start absorb their doubts and changes, develops andSuccess and Debra Allcock- having a good poke around mask your own, to inspire adapts to its environment.
ACEVO network spring 2012 19a new CEO at a time of change for her organisation. Read her tips for new CEO success. NEW CEO RESOURCES Publications The Chief Executive’s First 100 Days: A Roadmap for Success Call 020 7280 4960 to order a copy. Its Tough at the Top: The No-fibbing Guide to Leadership Visit www.amazon.co.uk Caron Bradshaw Bradshaw’s Advice for New CEOs • Do your homework and be prepared - things may progress more slowly or need a different approach if the reality doesn’t quite match what you thought you were taking on. Leadership Development - ACEVO New CEO Programme • Get yourself a mentor and/or coach and use them. Call 020 7280 4962 to find (See page 15 for more coaching information) out about more about this programme tailored for new • Network with your peers, pick their brains shamelessly. third sector CEOs. (See page 36 for more on networking) Coaching and Peer Learning • Be consistent and remain true to yourself. Email Jenny Berry, Director of Leadership for • Be honest, open and retain your integrity. details of being coached and mentored • Retain your passion and never kid yourself you’ve attained perfection! email@example.com
20 ACEVO network spring 2012Show the Difference You MakeWhat stage is your organisation at in demonstrating its impact? ACEVO member Sue Holloway, Director of Pro he need for charities to outcomes like increased collection, but struggling with measure impact and valueT be able to demonstrate their impact and valuefor money continues to confidence or self-esteem, than placing a value on whether someone has gained a how to analyse what they have got in order to make a case to commissioners and funders. for money. Help is at Handincrease in importance as the job or has not re-offended. There is still considerable Pro Bono Economics (PBE)funding climate gets ever debate about what should and matches volunteer economistsharder and more charities are Some organisations will need should not be included in a with charities to tackle some ofcompeting for contracts to advice about what data to wider social cost-benefit these issues at different stagesdeliver services previously monitor and collect - they may analysis and the charity may of their journey.provided by the public sector. not be collecting the require help identifying, for information needed to track example, potential savings to St Basils Case StudyImpact measurement has two their outcomes, let alone the Exchequer as a result ofimportant functions. First and inform an economic analysis, their intervention, orforemost it allows the charity or may not be collecting it on a identifying the value ofto understand what its consistent basis. Many improved outcomes to theinterventions are achieving charities are working with very individuals they help. It isensuring it is making a small groups, which can make essential to be careful aboutdifference and getting the best it difficult to draw robust how the benefits arevalue from its activities. conclusions from the data described, for instance makingSecondly, it is essential for available, so realistically it’s a clear distinction betweenfunders and policymakers in going to take a while to collect what public expenditure St Basils works with youngidentifying the most effective enough information to do some savings are cashable (e.g. people aged 16-25 acrosssolutions to a range of social detailed value-for-money reduced benefit payments to Birmingham and Northproblems. There is pressure analysis. Where official someone who is now in work) Worcestershire to preventboth from funders and administrative data may be and what are not (e.g. the homelessness by providingcommissioners to be able to necessary to track longer term average cost of preventing re- accommodation and supportprovide evidence of this outcomes for the client group, offending, unless you are services. The charity wantedeffectiveness, yet many the charity may need help to working at the kind of scale to be able to demonstrate thecharities are still grappling access and interpret it. which allows the government impact of their work.with how to approach this. to shut down an entire prison). Volunteer economists, Data monitoring and collection including Sir Gus O’Donnell,Different stages of may involve comparisons with Some areas of intervention are worked with St Basils toimpact measurement an appropriate national well-researched and there is a assess the extent to whichMany charities are at a very average – assuming the charity wealth of academic literature this was possible.early stage in the journey collects sufficient data to be and evaluation material totowards measuring their social confident that their client back up assumptions about the The complexity of youthimpact. They may need help group is representative of the longer term impacts of homelessness, and thesimply answering some very national profile or it may be interventions. In other areas, variety of services provided bybasic questions about what possible to identify a control there is very little to go on and St Basils, meant that it wasthey do and why they think it group by matching heroic assumptions have to be not possible to carry out aworks, or even whether it is beneficiaries with individuals made. In all cases, transparency cost-benefit analysis at thatpossible to put a value on every in a large administrative about these assumptions and stage. The volunteeraspect of their work. For dataset. the strength of the evidence- economists summarised theexample, it is much harder to base is key to allow discussion existing literature onplace a value on the distance Other charities are fairly and challenge, and continuous homelessness, outlinedtravelled towards soft advanced in terms of data improvement in how we potential methodologies for
ACEVO network spring 2012 21Bono Economics discusses the different stages of social impact measurement. analysing impact and made group-work sessions and recommendations on the data drop-in support). Services collection needed to allow a also raise awareness of child piece of analysis to be done in sexual exploitation in their the future. local areas. Although it will take time for The charity approached St Basils to gather this PBE for help in examining information, there have been how effective these some immediate benefits for interventions are and the the charity. Jean Templeton, wider impact they may have. CEO of St Basils said: “I am PBE matched a team of hugely grateful to all involved economist volunteers from in this project. I have a new the Bank of England with language and a new Barnardo’s. The detailed data understanding and gathered by the charity on confidence about the different their service users showed approaches, so I can join in that the risks associated with the debate about them and sexual exploitation were challenge appropriately. As a lower after intervention by result of the work done by the Barnardo’s – a direct before PBE volunteers, I have been and after comparison. The able to address our economists were also able to inconsistent approach to data use the data to demonstrate collection.” what might have happened without Barnardo’s work, Barnado’s Case Study showing an even greater effect from the intervention. Using data on the cost of Sue Holloway these interventions, and estimating the costs incurred PBE volunteers have also of data and analysis to by the public purse when worked with the Citizenship support and strengthen the young people are sexually Foundation, the Foundation equally important narratives UK children’s charity exploited (including health Training Company, the of how each charity is Barnardo’s currently has a and criminal justice costs), Maternal Mortality changing lives. major campaign around the volunteers estimated the Campaign, the National young people who have been spend avoided as a result of Children’s Bureau, Shelter, Sue Holloway is Director of sexually exploited. They Barnardo’s interventions. was St Giles Trust, Tomorrow’s Pro Bono Economics and support young people at risk around £6 to £12 for every £1 People and Toynbee Hall – has been in post since of sexual exploitation with a spent by the charity. For details of these projects can September 2010. Prior, range of services such as Barnardo’s this provided be found on our website Sue was Deputy Chief providing an environment for rigorous economic backing to www.probonoeconomics.com Economist at the Department them to get help and support, the already clear moral case In every case we aim to leave for International Development. including therapeutic for dealing with child sexual a legacy of a better Email Sue and her team via interventions (counselling, exploitation. understanding of the power firstname.lastname@example.org
22 ACEVO network spring 2012Confessions of a CEO Paul Woodward, CEO, Sue Ryder“Without staff and volunteers…Paul Woodward, CEO of Sue Ryder on those infamous charity shops and what he would say to David Cameron.Birth date and place Family Tell us about the Sue Ryder16 July 1950, Cardiff Married to Jane, five charity shops children. Our 400 shops are often theSecondary school and public face of Sue Ryder anduniversity Area that you live in provide vital funding for theWorksop College; Fellow of Sussex work we do – without themthe Institute of Chartered and the volunteers whoAccountants. Attended the Hobbies support them we simplybusiness schools of INSEAD Skiing, sailing and reading. wouldn’t exist.and Harvard. Last holiday What makes a good charityEarly career roles up to the Nile Cruise. retail outlet?present A good location for shoppersI joined Sue Ryder in 2007 Favourite things and stock drop-off. They needas CEO following a highly Good food and wine. to be clean, tidy and nicelysuccessful international merchandised. Good staffcareer in the pharmaceutical Length of membership of manager and volunteers.industry. I qualified as a ACEVO Great value stockChartered Accountant in the Five years. appropriately priced.‘70s and after a spell ininvestment joined Beecham’s Why did you join ACEVO? What change are you mostinternational division. The Networking offered by an proud of implementing atnext 14 years were spent umbrella body. Sue Ryder Care?developing markets in the Returning the charity toMiddle East and Africa. In What does Sue Ryder do? financial balance after eight1990, I became Business Our vision is about giving years of increasing losses;Development Director in people the care they want. recruiting a highly talentedEurope for the newly formed We provide compassionate team of executives; changingSmithKline Beecham Plc. and person-centred care the focus of care from In 1995, I was appointed for complex and end of life buildings to the communityVice President of Marketing needs. We believe in giving and embracingfor Schering AG and in 2000 people choice and control personalisation for thosebecame CEO and a member over the care they receive. we care for.of the European Board. I am We help people to live aChair of the St John’s College better quality of life and to In 2010/11, £25.6million ofCambridge Choir Association; achieve their aspirations. your income came fromVice Chair of the Family We operate from our government funding. DidPlanning Association; and a We believe in seven registered hospices, this decrease for 2011/12trustee of the Voluntary seven neurological care and if so how will youOrganisations Disability giving people centres and also within the replace the funding?Group. choice and community. In addition, we We haven’t suffered from control over have overseas projects in deep cuts in our statutoryAwards won eight countries. funding and are largely whereHonorary Fellowship of the care they We are supported by 9,000 we were a year ago, which bythe College of Pharmacy receive. volunteers, 3,400 staff and many standards makes usPractice. 400 shops. fortunate. However with
ACEVO network spring 2012 23we simply wouldn’t exist.” hospice funding ranging from the answer. It needs to 32-50% of cost across our include housing and centres and inflation to deal transport which the Mayor with, we have an ever- has powers over. Individuals increasing need to fundraise need to avoid social isolation for the difference. by living near accessible transport. If you could speak to David It would be a fantastic Cameron about the Charity legacy for a Mayor to say Tax Relief Cap, what would they have integrated their you tell him? services with those of local I would tell him about the authorities and the NHS to new state-of-the-art hospice improve the lives of some we plan to build in of societys most Peterborough to provide care vulnerable. for people nearing the end of their lives. I would explain What could you not live that this will improve the care without as a CEO? we are able to provide at this All the people that make difficult time in a person, and Sue Ryder such a great familys life. Mr Cameron will place to work. already know that we provide over half of the funding for You’re told there are our hospice services, but three things you need to he may not know that we complete over the next need £6m to build this new year at Sue Ryder. What hospice and that this will rely would they be? heavily on the donations of a Only three? That would be wealthy few as well as the nice! community. The charity tax relief cap will severely affect 1. Shape the broader this capital appeal and could leadership of Sue Ryder to mean the difference as to place personalisation at the whether it’s built or not. centre of everything we do. If you could have spoken to the 2. Win the VAT debate with London mayoral candidates Government to enable what would you have said they third sector organisations need to focus on? to take over NHS services I would have told them they without being disadvantaged need to focus on integration. by tax. As the population ages and more people live longer with 3. Maintain confidence and more complex conditions, morale throughout the integration between health organisation through the and social care alone is not financial climate.
ACEVO network spring 2012 25The Paula PrincipleDavid Fielding MBE takes a look at how women’s talents are underused and why charities need to do moreto support women in the workplace. ony Blair’s 1996 remain flatter for women. The the positive choice not to rise asT ‘Education, Education, Education’pronouncement endures. pay gap remains obstinately high at around 20%. The Chartered Management high as they might. They may opt for a better work/life balance and consciously choose not toWe know success in education Institute’s recent survey subject themselves to thebrings rewards. We tell our observed that at the current stresses of working at full orchildren that the better they do rate, it would take another 98 overextended capacity.at school, the more they can years for the pay gap to Clearly this is a choice manyexpect later in life. disappear. women are making but given the Common sense dictates that How can this be explained? old mantra that ‘people are ouremployers should make best With Tom Schuller’s brainchild key assets’ it surely makesuse of the skills and talents the ‘Paula Principle’. So named sense to do more to establishpeople have. In almost every because it mirrors the Peter diverse top teams. All thesubject (the exceptions being Principle: that people rise to evidence tells us diversitymaths, physics and perhaps their level of incompetence. In makes for better teams. Flexibleengineering) girls routinely other words, you go on being working, shadowing, mentoring,outperform boys at school, and promoted until you’re doing the secondments, and coaching areyoung women outperform young job poorly and not promoted any just some of the CEO tools whichmen at college and university. further. When Professor Peter should be used more widely.This is the case at every level. produced his principle in the Women’s superior59% of women got ‘good’ 1960s, he was primarily educational achievements meandegrees (a first or upper second) referring to men. The Paula that we cannot afford to ignorecompared with 54% of men. Principle, by contrast, suggests the dissipation of talent at everyThere are half a million more that working women tend to level implied by the Paulawomen than men in further remain at a level below that of Principle. Changing this will noteducation. Fewer women than their full competence or be robbing Peter to pay Paula,men lack basic skills and have qualification. but a step towards greaterno qualifications. Once in work, The Paula Principle applies equity and efficiency -women participate more not just when women are something charities need nowfrequently in training activities. seeking to become Chairs or more than ever before.42% of women with a degree CEOs, but refers to jobs at everyhad some training compared The Chartered level. There are a number of David Fielding MBE leads thewith 34% of men. On top of the factors at work here. Straight Executive Search practice atgreater success at school; Management forward discrimination; attenti and is one of the UK’swomen are adding additional Institute’s recent structural blockages most leading head-hunters. He is askills from training at a faster notably the absence or sheer special advisor to ACEVO andrate. survey observed expense of childcare; and for the past decade has Overall, women’s human that at the psychology. I have written contributed to various debatescapital is now significantly current rate, it previously about women’s lack around service delivery, socialgreater than men’s but this is of self-confidence when going investment, governance,not evidenced within the would take for more senior roles which they funding and trust. He is aworkplace in terms of pay and another 98 years are eminently qualified to take trustee of Equinox Care and assecuring the top jobs. The most on and their reluctance to an Independent Assessor,recent ACEVO/attenti Pay for the pay gap to network. David regularly advises on highSurvey confirmed what we all disappear. There is another factor. In profile Ministerial Publicinstinctively know. Career paths many cases women may make Appointments.
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ACEVO network spring 2012 27Member Tried and Tested New Membership Handbook Following feedback and suggestions we have been working to refresh and renew your benefits. In addition to the Pensions Helpline we have arranged more benefits for members to access including the following: • Free Employment Law and Health & Safety HelplineCEO in Crisis – Volunteers needed! • Free Website and Database HelplineACEVO has a small pool of members who have volunteered toprovide peer support and advice to colleagues who are • Free Governance Helplineexperiencing governance issues or problems with their board.We are looking for volunteers who have experienced and worked • Cloud Computing/Hosted Desktops Supportthrough difficult and demanding situations with their chair ortrustees, or other governance issues, and would like to support • More professional development programmesother CEOs who are facing similar challenges. This type of peersupport could be an excellent addition to your CV. • A Consortium Development ToolkitIf you would like to be added to our list of volunteers or would liketo discuss what would be involved, please contact Jenny Berry, Take a look at your new Membership Handbook for fullDirector of Leadership via 020 7280 4960 or details of how to access all your ACEVO benefits. If you have any suggestions on what you’d like to email@example.com ACEVO offer email firstname.lastname@example.orgCommissioning Support HelplineSpecialist charity and social enterprise solicitors, Bates Wells and Braithwaite can provide ACEVO members with free legal advice oncommissioning and procurement. Under this benefit members receive an initial 20 minutes free phone consultation, and a further 33%saving on their fees. By using this service you could save up to £1,000 plus VAT.The helpline covers many aspects of advice on procurement procedures including: what the proper process should be; how far aperception of unfair treatment might well be founded and how to deal with this.ACEVO member Steve Woodford, CEO of Foundation used this member benefit when dealing with a court challenge to the LocalAuthorities decision to award them a contract. On using the Commissioning Support Helpline, Steve said ‘I was pleased with theservice, even though the competitor took the challenge to court and we inevitably ended up having to spend some money. Overall,I felt we were in very knowledgeable hands and would definitely use them again if we had difficulties around procurement.’To find out more about this service or to access it contact John Gillespie on 020 7280 4938 or email@example.com
12 19 87-20 RY A S A N NIVER The voluntary sector is continually changing Can your leadership and the need for strong leaders who are adaptable, innovative and ready for change has embrace disruption? become essential for any third sector organisation. 06 July 2012, 09:30 – 17:15 The conference will also look at the CEO from an London organisational perspective and give you practical advice on: Managing redundancies and organisational change. Strengthening relationships with external Early bird ends 31 stakeholders to ensure the money is still coming in. May Diversifying your income and ensuring that your staff have the right skills to achieve your organisation’s aims. The day will also provide a great platform for peer to peer learning and networking. Topics covered include: Strategic use of reserves: Kate Sayer, Partner, Sayer Vincent Utilising reserves as part of your wider ﬁnancial strategy. Strategic management of reserves, funders and the board. Investing for change. The Future Funding Environment: Sara Llewellin, CEO, Barrow Cadbury Trust How can grant makers ensure capital is used effectively. The rise in social impact bonds, venture philanthropy and other methods of ﬁnancing. Afternoon Keynote: ‘Engaging for Success: Enhancing Performance through Employee Engagement’: David Macleod The value of employee engagement when facing external pressures to success. Inspiring shared values and facilitating collective input. For more information and to book: Visit: www.acevo.org.uk/ceosummit2012 Member rate starting at £99, non-members starting at £139 (Early Bird) ASSO ATION ASSOCIATION OF CHIEF EX OCIA EXECUTIVES OF VOLUNTARY ORGANISATION XECUTIVES VOLUNTARY ORGANISATIONS R ATIONS NSSuppor ted bySupported by Media Partners Par tner s
ACEVO network spring 2012 29Risk and RewardPaul Emery, Head of Community and Social Organisations at Zurich considers how a strategic approach iskey for charities bidding for public service contracts in line with the Localism agenda. hird sector organisations • Governance - High management held with a large,T are increasingly seen as a key conduit for thedecentralisation of local standards are required for accountability; can you keep up with the required single contractor. The overall leadership and management requirements for this can beservices as validated by the processes? complex. We are working withLocalism Act. While there are our charity customers to helpbenefits to be gained for Once you have covered the them better prepare forcharities in securing such above points, presenting your managing any associated riskscontracts, the process is not business case will be the next as a lead contractor or as partwithout risk. important step. When of a supply chain. developing a business case,It takes sustained effort to charities should promote their With Localism it is important tochase (and retain) contracts unique selling points and ensure that whoever is bestand they will only be effective if ensure they can prove their placed to deliver the requiredconducted strategically. For a credentials. However, service does so. The thirdcharity of any size such an charities must also put sector has much to offer andapproach is reliant on it asking themselves in the local gain. Adopting a strategicitself whether a bid is right for authority’s shoes. What approach to tender bids canthem. In the current climate it commissioners really want to help ensure the best fit forcan be very tempting to bid for know is what a provider can do charities and better outcomesa secure, long-term for them. How many of their for commissioners and thecommitment providing problems can you solve wider community.services for a local authority without creating ones for yourwithout a full understanding of own organisation? Councils Key Considerationswhat is exactly on offer. will be attracted to charities that can provide savings and • Understand theObtaining answers to certain efficiencies; but charities need procurement andquestions sooner rather than to ensure it doesn’t put them at commissioning process.later will enable you to have an financial risk. • Understand theinformed view before investing opportunities and risks. E.g.in further resource to follow a Some charities may reach this If one of your deliverytender. These questions should point and realise that they may partners within the supplyinclude the following: not be best placed to provide a chain fails, what is the Councils will be complete service but that they impact on the service?• Leadership - Does your attracted to are capable of providing • Ensure costs for providing organisation have the support in a specific area. In the service are fully covered. operational skills and vision charities that can this case, collaborative bids • Be clear who is responsible to lead delivery but also, will provide savings are an option, as long as there if contractual obligations this be provided by the and efficiencies; are solid partnership cannot be met. commissioning authority in arrangements in place and the • Ensure service delivery can line with their but charities strengths of all bidding parties be maintained and that your responsibilities? need to ensure it are evidenced. reputation and the local• Contract - Is the contract Zurich is seeing a trend authority’s are protected. core to your capabilities or is doesn’t put them towards larger contracts • Demonstrate good there the potential for at financial risk. managed centrally with supply governance and business mission drift? chain and delivery continuity arrangements.
Develop your leadership skills withprogrammes tailored for the third sector. Call 020 7280 4962 or visit www.acevo.org.uk/leadershipprogrammes or to ﬁnd out more about these programmes for directors and CEOs.www.acevo.org.uk/events firstname.lastname@example.org 020 7280 4962
ACEVO network spring 2012 31Me and My ChairMaff Potts, CEO of People Can (formerly Novas Scarman) on his relationship with Chair Andrew Barnett. hat do you want in a anything but “dull” and haveW Chair? One that folds instantly would benice. Or perhaps one that supported me where others would have balked. In 12 months we have sold thewithstands endless strain. headquarters in London; hiredPuns aside, my Chair is a new business team; renamedAndrew Barnett and you can’t the charity; and rewritten thesit on him. vision and mission.As Director of the Gulbenkian I’d been given a lot of autonomyFoundation in the UK, Andrew in my previous roles whichhas a reputation for big thinking, helped me play the changecreating initiatives to tackle agent, however as CEO it’sdisadvantage and increase been a very differentcultural understanding in the experience. It’s a job withUK. He’s held senior roles with broader responsibilities andthe Joseph Rowntree it’s made me more consultativeFoundation and the Arts Council and a better listener. Theand as a new CEO 16 months reason? Fear and self-doubt.ago I was a little intimidated. When you have to be Jack-of- all-trades: HR, finance, Maff PottsAndrew’s an ideas man, a comms, etc. but are Master-of-strategist, a disruptor, and not none, you have to rely on your disagreed over holding a all trustees to give the papers awhat I expected from a experts and develop a more lecture to commemorate the robust going over, thereforeChairman at all. Much is said consensus style to your 30 year anniversary of The final decisions are owned byabout chairs being the voices leadership. Bringing change Scarman report, we resolved it the collective. He encouragesof caution and monitoring risk means bringing people with by holding it in Brixton among bilateral communication withrigorously, but not enough is you so I try to live our charity’s the community and opening it all the board members too,said about those that principal value of “Can Do” up to a debate of local people making it easier when timesencourage bolder thinking, every day. It’s about resisting securing Rt Hon Nick Clegg MP are hard and the strategycalculated risk-taking and the didactic approach and as a speaker. The media needs to be revisited.swift action. When I was asking people to contribute covered it and local people feltoffered the job, Andrew said instead. they had publicly had their say. So what kind of chair do I have?“We’re taking a risk with you; One that doesn’t sit around. Ofyou haven’t been a CEO before. “Can Do” has also helped And what about board course I’m going to praise myBut we don’t want to be dull Andrew and I when we have meetings? As CEO, your plans him - he’s my boss and he’ll beotherwise we’ll be extinct”. had differences. On the are subjected to scrutiny from reading this. I think it’s worthThat set the tone. rebranding, we favoured a room of volunteers so it can noting that at a time when the different names for the new be uncomfortable. But with our sector is being pulverised byThe organisation had been organisation which could have trustees it’s like buying a cuts we need ideas, speed andthrough much and just when been tricky but to resolve it we Volkswagen. By the time our calculated risk. Making thewe were coming out of the both gave up our own choices plans hit the road they’ve “Can Do” approach real in thewoods we were hit by the and asked staff and service already done 1000 miles in that boardroom as much as on therecession so things needed to users to recommend to the boardroom because despite front line ensures we’re anmove quickly. Thankfully board which name best suited holding strong opinions organisation fit to withstandAndrew and the board were our chosen values. When we himself, Andrew encourages the storm.
32 ACEVO network spring 2012A Crisis We Cannot AffordChair of ACEVO’s Commission on Youth Unemployment and former Foreign Secretary David Miliband discusses y first full-time job have been looking for work for is not going to solve the problemM was in the third sector working for theNational Council for Voluntary more than six months. So it was easy to say yes to ACEVO but much harder to on its own. In terms of scale it is a pre-recession solution. This quarters employmentOrganisations, so I know from understand the causes of youth figures have shown that youthexperience that the members unemployment in the UK, let unemployment has fallen byof ACEVO and other charities alone the solutions within the 9,000 and now stands at 1.14across the UK are at their fiscal straight-jacket the million. The first thing to say isheart: innovators. government has self-prescribed. that any fall is good and to any Whether it is in economic The challenge was and remains young person who has gone outpolicy or through developing not just to do things differently, and secured themselves a job -social tradition, the third sector but to do things differently with good on you. Succeeding in theprovidesaninvaluablecontribution less; to be more resourceful current environment is a massiveto public discourse, debate and with current resources. We achievement. But by thethe lives of millions of people. ploughed through the UK data, Governments own admission It is a voice that has matured thecase-studies andinternational there remains a crisis of youthin the UK over the last decade examples to help us develop our unemployment - more than aand has rightly become an analysis and conclusions. million under-25s are out ofessential partner in the In the UK there are two sides work; 1.4 million not in education,formulation of government to the problem: cyclical and employment or training (NEET);policy. Thats why when my structural. There is no question more than 250,000 unemployedformer colleague in that weak economic growth is for at least a year; and 200,000Government James Purnell set hitting the young the hardest, as unemployedformorethansixmonths.about to tackle the rising crisis highlighted by the 600 hot spots Alongsidethe"Youthof youth unemployment, the across the country that we Contract" government points tothird sector was a key resource identified in our report. So there its flagship Work Programme asin creating what became the is a short term challenge to its solution, yet this only coversFuture Jobs Fund. prevent these people becoming We uncovered one in ten of the young When ACEVO approached part of the structural problem. unemployed. And according tome to chair their Commission But the structural problem is that the net government advisors quoted at aon Youth Unemployment the real too. In boom times there present value meeting with the voluntarysocial and economic (and were still between 800,000 to sector the Work Programmepolitical) context was stark. The 900,000 young people not in cost of current itself will help only aboutrecession had meant that the employment education or levels of youth one in five (18-24 per cent) ofstill too high structural level of training (NEET), and half of unemployment those on the programme.youth unemployment had them were long-term NEET. So, intotal, only onein50 oftheexploded into a crisis of We uncovered that the net will be £28 billion young unemployed is helpedepidemic proportions. The present value cost of current over the next into work by the governmentFuture Jobs Fund had been cut levels of youth unemployment programme - a devastatingand in my constituency in South will be £28 billion over the next decade. That is statistic.Shields I was able to see for decade. That is the cost of the cost of Thats why weve called formyself the human tragedy that benefits and the loss of earnings benefits and the a range of measures thatwas unfolding: long-term youth of doing nothing and the truth is embrace every tool and leverunemployment has more than that the governments "Youth loss of earnings available in these tough times.trebled in the last year, with Contract" - wage subsidies to of doing nothing... And it means charities; localnearly 600 young people who employers hiring young people - government; Whitehall and
ACEVO network spring 2012 33what it will take to get young people back into work before we hit crisis point. citizens to all ask what they can for a year, with responsibilities do to help. for job search alongside the We need jobs now, so we guarantee. Labours new part- proposed bringing forward the time job guarantee policy that 50,000 "Youth Contract" wage any young person unemployed subsidies, from 2014 forward to for one year should be offered this year. We called for the public six months of work is exactly the sector to do much more on right approach. apprenticeships and introduce a Some of this can be done on UCAS-style national system for the local level, by councils, advertising and applying. voluntary sector and private We need to focus on the employees willing to take respo- people who arent going to nsibility and action where central University and so we proposed a government is not stepping up. Job Ready scheme for at risk We called for youth employment teenagers, to be run through summits of public, private and contractswiththevoluntarysector, voluntary sectors, starting in the where there is real experience of areas of unemployment diverting young people from the emergency, to channel money, route to unemployment and into commission services, and employment. engage employers and young To tackle the structural people. Im excited to be hosting problem we need to intervene one in the North East soon. earlier and more intensively for One of the submissions to more young people once they the Commission talked about a are unemployed. That means "broken deal" with young closing the holes in the welfare people. And the truth is that to work net so that young people aspirations are high but are engaged earlier by the Work opportunities are not. That Programme and referred to means a crisis of confidence more intensive support before in the younger generation their unemployment increases about the ability of the their level of need. And it means political and business ensuring that Government establishment to help change plans for work experience their lives. Few policy include requirements on challenges have a more employers to offer interviews or human face than the legacy training at the end of the work of a generation of young people experience, to avoid them just in danger of being abandoned becoming an alternative to paid in this way. The truth is that work. And crucially for the long- youth unemployment is a term unemployed young people crisis we cant afford - for the we need to project hope. That young people caught in the means a part-time work tragedy and for the debilitating guarantee for every young expense of doing nothing person on the Work Programme about it.
34 ACEVO network spring 2012Take the Lead on FundraisingThird sector CEOs need to lead on fundraising activity. ACEVO member Peter Lewis, CEO of the Institute ofFundraising provides advice on where to focus your fundraising efforts. hese are difficult times High value donors in face-to-face or directT for many organisations: demand for services isincreasing whilst public sector particular expect face time with an organisation’s CEO. This isn’t just high net worth marketing initiatives, however these may not be universally popular.funding is retracting. individuals but also major So, the CEO has two key This brings into sharp corporate donors and trusts. roles to play. Firstly, infocus the key role of any CEO in The CEO should also factor in explaining fundraising andensuring their organisation time to generically fly the flag supporting the work of theirhas sufficient funds to deliver for the organisation raising its lead fundraisers. Secondly,their strategic objectives and profile and increasing the and more strategically, themeet beneficiary needs. The understanding of its unique CEO needs to be included inrole of the CEO is crucial if selling proposition – shaping the board so that itorganisations are to reach especially with membership includes trustees that aretheir full fundraising potential. organisations. professional fundraisers asThere was some controversy in What does this all mean well as engaging those thatthe sector when I, an for CEOs? The main factor in are, or could become, majorexperienced CEO of all of this is that fundraising donors to their organisation.membership support can’t be fitted in around all of There are, of course,organisations, but not a the other pressing tasks a barriers that need to be“fundraising professional” CEO has to deal with. If a tackled. The biggest of thesewas chosen to lead the CEO is serious about making can be the CEO’s time and theInstitute of Fundraising. their organisation a effective management of this My response was clear. fundraising success then limited resource. CEOs need toAs any good CEO, in my they should set aside at least use their time strategically toprevious roles, I had to 20% of their time to ensure boost fundraising – not justunderstand fundraising. that fundraising gets the doing things they enjoy butI supported this with support it needs. where they can generate theexamples of where my CEO Of course the best fundraising “bang forexperience had been crucial organisation’s board of their buck”.in generating new and If a CEO is serious trustees also has an It is also important that thediverse sources of funding. about making important role to play. In my CEO takes time to fully I was also able to explain their organisation previous roles I ensured my understand the profession ofhow I had supported the Board, especially my Chair, fundraising and all itsfundraising activities of my a fundraising engaged with key funders. complexities; so as well asteams – pushing another success then These relationships are taking time to act as thekey message: for fundraising important at any time in an organisation’s fundraisingto be effective there has to they should set organisation’s life but doubly- ambassador, they also need tobe excellent senior team aside at least 20% important particularly when a take time to learn and take onworking with those in of their time to CEO moves on – key funders advice from fundraisingfundraising and service should have relationships professionals.delivery. ensure that with others on your Board. Of course if you or your So as both “Fundraiser in fundraising gets Some boards don’t trustees want advice on any ofChief” and the creator of the understand fundraising, often the above, we at the IoF wouldorganisational culture, the the support it where significant investment be delighted to advise.CEO’s understanding and needs. is needed. Investment needs www.institute-of-input is vital. to be spent in areas like fundraising.org.uk
ACEVO network spring 2012 35Social Europe Needs your HelpEuclid Network Projects Officer Lucas Fulling on the support needed from civil society leaders to get socialbusiness and social innovation to succeed across Europe.In times of economic downturn social innovation and social innovation and socialand growing social business can be put at the enterprises, which can have ainequalities, the European heart of the transformation strong social impact if theUnion has realised that we process Europe and the world conditions are right.cannot go ahead with is currently experiencing. The second reason as to‘business as usual’. Now is the Those operating in civil why it’s important to gettime for civil society to get society need to ensure that involved is to ensure positiveinvolved, for one simple Brussels gets these critical and effective change. The EUreason: to get it right. initiatives right. The UK has has a tendency to be risk Society is currently at a a long tradition in social averse and maintain the statuscross-road. We have to decide enterprise and social quo. However, the more wewhich priorities need to be set innovation and is the hold on to the existingand which way to go. Should we frontrunner in social structures, the more we will becontinue to follow current investment. The UK civil society ill-equipped to deal witheconomic models, focussing on needs to be actively involved in emerging social challenges.growth and the generation of driving the European agenda We can avoid over-regulationfinancial wealth, or should we and advise on what works and and contribute to a sensitivego down another avenue where what doesn’t. It is essential for policy that responds to the realsocial return and sustainability civil society leaders in the UK to needs – as identified by us,is at the heart of our interests – share their views on Europe’s the practitioners and not thepossibly at the expense of our social agenda for two reasons. policy makers. We need toshiny skyscrapers? An answer The first reason is straight channel our experiences andis slowly forming and most of forward. The European Union is our knowledge to create aus are starting to accept that the world’s largest donor and policy that puts the citizen atthe ultimate goal should be UK organisations benefit the centre for a better anda ‘better’ and sustainable hugely from EU funding. The more sustainable future. Forsociety, without falling Structural Funds (the this reason Euclid Network isbehind globally. European Social Funds and the gathering input on the social That we need to find new European Regional business initiative from civilsolutions and fundamentally, Development Funds) alone had society organisations aroundnew ways of thinking is We can avoid more than £5billion available Europe but in particularsomething that is understood over-regulation from 2007-2013. Funds are from the UK to steer theat the highest political levels. also available for civil society European agenda.The European Union has and contribute to organisations, which often We are experiencing astarted investigating social a sensitive policy require partnerships with European spring. Let’s rock theinnovation, social finance and other organisations outside status quo and use this windowsocial business as new that responds to of the UK. of opportunity to shape themechanisms to create a the real needs – Shaping the EU’s agenda on European agenda for a bettersustainable society which as identified social business, innovation and and more sustainable society.fosters sustainable growth. finance will guarantee that the Now is the time to take actionAs a result, two important by us, the funds are allocated for the right and get involved.initiatives were launched last practitioners projects that have a long term Email Lucas viayear: The Social Business sustainable impact. As the lucas.fulling@euclidnetwork.Initiative and the Social and not the budget is currently being eu for details of how to provideInnovation Europe Initiative. policy makers. negotiated it is important to feedback on the EU’s futureThese initiatives explore how show the success of social social agenda.
36 ACEVO network spring 2012Networking the New WayHeidi Nicholson and David Welsh, Senior Partners at Richmond Solutions highlight the benefits of LinkedIn and ood news for people who profile but for it to still appear as at a networking event? Similarly,G aren’t natural networkers: there is nowa clear alternative to having to 100% complete. However, the best profiles go further: they include additional sections and do not reject requests to connect on LinkedIn unless you have good reason to be concernedpitch your skills and expertise applications which allow the about their provenance.to strangers over a glass of reader to learn more about thewarm, white wine. person, their professional As to the people you invite to aptitudes and interests. connect, it goes without sayingSocial networking has truly that you should connect withbroken beyond the boundaries of Get recommended current and former colleagues.keeping up with friends and You need at least three You should also look up clients,family and is playing an recommendations for your suppliers, and others you haveincreasingly central role in profile to be complete – more worked with. Connect with yourbuilding professional recommendations are friends – but keep it professional.relationships and in recruitment; preferable. Moreover, The emphasis needs to be onwhether in employing others or recommendations give the “networking” not “social”.in seeking employment. reader a way of verifying your achievements. Seek to attract Look also for those who areWe, of course, mean LinkedIn. recommendations from people useful for your currentPersonal relationships are still who can speak about different objectives. Looking for a newkey in attaining your professional aspects of your professional life. job? Connect with the leadinggoals. However, using LinkedIn These will be your advocates. recruitment consultants in yourshrewdly makes it easier than Then the fun begins. field and make sure you stay inbefore to network with the right touch so that you are in mindpeople. Build your network when a suitable opportunity LinkedIn is not about building a arises. Got your heart set onThat’s the prize, but, no small, trusted coterie of contacts working with a particularsurprises here, it requires some – save that for Facebook. It’s organisation? Actively set aboutwork. People are more likely to good to have as broad a connecting with people whobe interested in you if they can community of people in your ...the best profiles work there and enter intoget to know you a little through network. LinkedIn works up to go further: they discussions with them with theyour profile. This is your first three degrees of separation – i.e. aim of making them think you’d include additionalincentive to complete your in searches, people find others be a good person to have ononline profile, complete with up to their third ‘circle’. It stands sections and board and also of learningyour photo. to reason that if your first circle is applications something of their culture and broad and rich, then your second ways of working. At the end ofThe second incentive is that it and third circle will also be broad which allow the the day, this will allow you towill be far easier for people to and rich – and so you have more reader to learn write a better job application orfind you if you have a complete chance of people finding your contract bid when the time more about theprofile. As a minimum, ensure profile. Don’t rest until you’re comes.that your profile is 100% part of the 500+ club! person, theircomplete and that you have professional Join useful groupsincluded good quality Remember, this is about Groups are another great wayinformation about yourself. The establishing a professional aptitudes and of signalling your interests in asystem is not discerning – it’s network for yourself. Would you interests. given field. There are plenty toquite possible to build a poor refuse someone’s business card choose, reflecting all manner
ACEVO network spring 2012 37what you can do to progress your career and get spotted by headhunters. if you are bearing news of an interesting new opportunity. The other way it informs a recruitment process is that it provides a snapshot of who you are to the consultant if you call them for more information before applying. Serena Speller of attenti highlighted this benefit, saying: “If someone calls in response to the advert, it’s really useful if I can quickly find their profile and even better if it contains key information about their career. This means that as well as talking to them about the job, I can offer them advice and of interests. If you’re serious active use of it for recruitment. profile, they’re more likely to get generally have a more fruitful about building your a call because the headhunter is conversation about what the professional profile and Develop your career able to get a better sense of the role entails and whether they especially if you’re currently Think about your LinkedIn profile person and whether they are fit the bill.” looking for work or new from the point of view of the likely to be suitable. contracts, ensure you belong headhunter. LinkedIn provides In a tough job market, LinkedIn to some that relate to your them with a free, ready-to-use Similarly, if making that first may just be another tool in the professional field. Some carry database. Sure, they will have to cold call to a new candidate, job seeker’s box. However, it is postings about jobs and search for people suitable for the headhunters have found that an increasingly important one, assignments but this is not the job they want to fill and this is not candidates who have first been offering you the opportunity to only reason to join. Be active. the only method they’ll use to approached through their make connections that may Start discussions and find candidates, but LinkedIn has LinkedIn profile engage more help you secure your next comment on other discussions become an extremely useful tool readily in the process. As position. What’s not to like with a view to demonstrating for finding candidates beyond Cynny Sharp of Sharpre:search about that? your expertise (a bit like you’d their usual network. Every told us: “As social media has strike up conversation at a live assignment needs “new blood” come to the fore, I have found Richmond Solutions, an networking event). This is all and jobs do not always go to the that an approach is viewed by ACEVO corporate partner part of establishing your “usual suspects”. By putting candidates with far more and a career advocacy service reputation online. yourself in a position to be found, interest if they are initially offers LinkedIn profile you may just land a much contacted via their profile.” creation, CV writing and Furthermore, as people are sought-after position. To put it another way, it interview training. If you becoming more aware of makes new candidates would like to know more LinkedIn, they’re not only using The old method of seeking more approachable. Believe about their services – and it to connect with colleagues recommendations from trusted it or not, one of the trials of a their special rates for ACEVO and business associates. sources still endures but if the headhunter’s life is getting members – contact them at Professional recruiters and people who have been someone you don’t already email@example.com employers are also making recommended have a good know to take your call, even or call 020 8265 6684.
Worried about 2012 Pension Reform? Concerned how you will manage the costs? Help is at hand… From October 2012, pensions.1 Call the dedicated ACEVO Pension Reform Helpline2 Register to attend FREE workshops on firstname.lastname@example.org a FREE Supporting you through 2012 Pension Reform
ACEVO network spring 2012 39Welcome to Wales! Croeso y Gymru!As ACEVO initiates a new consultation process to develop a strategy for Welsh membership, longstanding memberAnn Collins provides an update on the third sector in Wales. hen a colleague from Dimension”, which is a strategicW England referred to my new role as a“national” post, I couldn’t help action plan for supporting and working with the voluntary sector here. Table 1 Welsh Assembly Government - Major Devolved Powers • Agriculture, forestry and fishingbut smile to myself. A Third Sector Partnership • Education My first job in the voluntary Council meets twice a year to • Environmentsector was almost 30 years ago discuss cross-cabinet issues • Health and social welfareand covered the whole of Wales, affecting us. This forum is • Housingbut the job title was Area chaired by the Minister for Local • Local governmentManager. Not only does a Government and Communities, • Fire and rescue servicespicture paint a thousand words, currently Carl Sargeant AM, and • Highways and transportbut so, too, did this job title. The is comprised of elected • Economic developmentpicture being that Wales was a representatives from varioussmall part of England. Since specialisms in the sector. Thethen Wales has been described Minister is advised by his Table 2by people living here and in officers in the Voluntary Sector Welsh Assembly Government - Major Non – devolvedother parts of the UK, as a Unit. (Reserved) Powers“region”, the Principality”, a With core funding from the • Defence and national security“country”; however my own Welsh Assembly, Wales Council • Economic policypreference is a “nation”. for Voluntary Action, and a • Foreign policy Undoubtedly, this change in network of 19 county voluntary • Energyawareness has much to do with councils across Wales support • Immigration and nationalitythe establishment of the Welsh the implementation of WAG’sAssembly Government (WAG) Voluntary Sector Scheme. Aswhich has a range of important infrastructure bodies their work to thrive and is still spoken by The Welsh Language Boarddevolved powers. The work of includes more than the 20% of the population. The has a Voluntary Sector Schemethe Welsh Language Board has distribution of various Wales- Welsh Language Act 1993 and (Strategaeth Sector Cynllun).also played a part in specific grants. They also the Government of Wales Act The Board provides advice,demonstrating the provide excellent support for 1998 request that the Welsh support and grants for thirddistinctiveness of Wales. volunteering, for which they are and English languages be sector organisations and a widely known among grassroots treated equally, and public useful free translation service.Devolution of Power practitioners. bodies are required to prepare Some organisations haveDevolved powers (see Table 1) The UK government and implement a Welsh received the Voluntaryhas had a significant impact on remains responsible for Language Scheme. Sector Commitment Markthose of us working in the third national policy on all powers It’s worth noting that while for their Welsh languagesector, and I am delighted that which have not been voluntary bodies do not fall service provision.ACEVO has recognised the need devolved; these are usually under the Welsh Language Act, Much more is happening into address this through a known as ”reserved powers” many already acknowledge Wales and I’d be delighted todistinct strategy for Wales. (see Table 2). that offering a service in the work with more members on The Welsh Assembly chosen language of the user is ACEVO’s new strategy.Government has policies The Welsh Language good practice, and promotesspecific to Wales, a Programme Board (Bwrdd yr Iaith equal opportunities. The Ann is now in an all-Wales postfor Government, and various Gymraeg) Equalities and Human Rights with the Alzheimer’s Society.implementation strategies. Everyone in Wales speaks Coalition for the Voluntary To find out more about ACEVO’sThese include a third sector English however the Welsh Sector in Wales does good work in Wales contactstrategy, “The Third language (Cymraeg) continues work in this area. email@example.com
Less than a Latte! That’s how much ACEVO membership is daily – just 54p* per day or less than a latte if you lead an organisation with an income of less than £150k per year. For CEOs of organisations with incomes of more than £20m a year, the daily membership rate is less than £1.72.That’s less than a regular latte at the major coffee chains. Your membership gives you access to a range of unique resources, tools and beneﬁts that support you in your role as a third sector leader at no extra cost. If you would like a member of the ACEVO team to discuss any aspect of your membership, call 020 7280 4960 or email firstname.lastname@example.org Survive the daily grind with support from your association.www.acevo.org.uk/lessthanalatte email@example.com 020 7280 4960 *membership prices correct at time of print
ACEVO network spring 2012 41Pension Reform Support for MembersACEVO’s Director of Finance and Operations Louise Smith highlights a new service to support memberswith the new pension reform. n these challenging times, regardless of size. charges in our members’I all of us are aiming to reduce costs across ourorganisations, whilst still The new ACEVO pension scheme has been designed to • scheme. Employers who currentlymaintaining delivery of offer a competitive charging are not able to offer staffquality services. structure and we are proud any support or advice on that the Annual Management joining their currentWithin the next few years, Charge (AMC) will be able to pension scheme.pensions will be a cost, both beat the typical AMC of 1%financially and which applies to many • Employers with oldadministratively, to all our Stakeholder and Group pension schemes whereorganisations. Managing Personal Pension schemes. the pension provider maythis cost, as well as ensuring The AMC in place not upgrade the scheme tothat we have a scheme that on the ACEVO scheme make it suitable to usesuits both our organisation significantly undercuts this with auto-enrolment.and our employees, can be 1% charge, enabling ourvery challenging. members to offer a pension Once auto-enrolment scheme with a leading starts to take effect laterFoster Denovo has provided pension provider at a this year, it is likely that youfantastic support for reduced cost. will see a considerableACEVO members over the increase in questions fromyears. However, many of As there will be changes in staff around pensionour smaller members have legislation coming into force legislation and your scheme.often struggled to get in January 2013, memberspensions schemes with will only be able to access Remember if the cost ofcompetitive rates due to this scheme before this providing advice or supportthe admin costs to the date. After December 2012, has not been built into thepension provider to set up these beneficial terms will annual managementsmall schemes. At ACEVO, no longer be available for charge of your schemewe felt that we needed to new entrants. prior to 01 January 2013do something to address then any advice will needthis, particularly with the These terms aren’t only to be paid for in addition to the As there willchanges in pension legislation applicable to organisations annual managementthat will be coming into be changes in that dont currently have a charge, by either theforce shortly. legislation pension scheme. This employer or your employees scheme could be beneficial in the form of fees.Working together with coming into force and applicable to:Foster Denovo and AEGON, in January 2013, ACEVOs role within theACEVO has set up a pension • Organisations with member pension scheme members willscheme exclusively for either a group personal has been to work withACEVO members. Any only be able to or group stakeholder Foster Denovo to negotiatemember can join the access this scheme which was set up the terms of this scheme.scheme, and all members with the standard 1% Members seeking financialwill have access to the scheme before annual charge, where advice should contact Fosterspecially negotiated this date. staff could now benefit Denovo for more informationterms and conditions, from the lower on 0845 838 1234.
42 ACEVO network spring 2012Time Out If I wasnt a CEO… I’ve always enjoyed learning newOnline Buzz things and working slightly outsideFrom members on of my comfort zone and I can’t imagine going to work and doing theStatutory Sick Pay same old, same old. I certainly get“We are currently updating all our HR procedures and I would be stretched working with brilliantvery interested to see how many ACEVO members offer more than minded colleagues at Cass CCE.the legal necessity to their staff and if so what.” One of the joys of my role is beingPermanent Health Insurance able to sit in and learn from the“Does anyone have experience of offering permanent health variety of programmes, talks and seminars we run.insurance as a benefit?” I came from the private sector 12 years ago where I had a high-powered job with no time or space to think. It made me veryWomen’s CEO Forum“Following todays Women CEOs forum, I thought you might be stale. Moving into the nonprofit sector was a huge learning curve.interested in our free eBook on putting together a LinkedIn Taking on the additional role of CEO of the Honoraryprofile. http://bit.ly/oOVgjk” Treasurers Forum 18 months ago part-time has provided me with real practical experience in the challenges of leading aCharity CEO report to Board of Trustees charity. Last year I started the MSc programme in Voluntary“Hi all, Im looking at effective reporting from the CEO to the charityTrustee Board (of which Im Chair) and was wondering if anyone had Sector Management at Cass Business School. It’s beenany great models/frameworks.” exhausting on top of two ‘day-jobs’ but incredibly stimulating. As well as learning so much from the programme and my fellowCrowd Funding - a new social investment model students, it has given me a much better appreciation of how“Has anyone got experience of successfully using crowd funding some of my more academic colleagues think.as an investment model?” And if I wasn’t a CEO? More time to focus on learning and perhaps to write a PhD. My team have been incredibly supportive of the MSc but there are limits!The Clare Foundation @tcf_uk Denise Fellows, Director and CEO of Consultancy and TalentIts Friday and our #FF this week goto @RealHRecruit @ACEVO@Clarenco @NSPCC @GMcCormack1 Development at the Centre for Charity Effectiveness at Cass Business School (Cass CCE) and CEO of the HonoraryJon Clemo @jonclemo Treasurers Forum.just finnished (early!) +ve mtg w/ @ACEVO & local partnerslooking to develop a local healthwatch consortiumACEVO @ACEVO Third Sector Life@Guardian charity #cuts: hard times are the ‘new normal’Dan Rockwell @LeadershipfreakThx! RT @ACEVO: #LQOTD RT: @LeadershipFreak Once you inspiresomeone, they frequently go further than you expect.Theo Gavrielides @TGavrielidesCharity Commission will suspend charities which fail to submittheir accounts and lose Gift AidGAVCA @GAVCAGlosRT @acevo: Members: Do you know abt new #governancehelpline? Need advice on #board issues or communication?We can help! Call 020 7280 4960Like what you see? Join discussions on ACEVO’s LinkedIn group(www.linkedin.com) and follow ACEVO and your fellow memberson Twitter (www.twitter.com/acevo).Contact the ACEVO membership team if you need help signing up. Number Crunch Stats from the third sector in the last quarter. 55% of 50m Big 45% of The percentage 9 out of 10 The percentage The amount The number of UK respondents that Society Capital is charities that planned to adults that donated to supported a rethink of the likely to invest in use reserves in 2012/13. Source: CFG, IOF charity in 2011. charity tax relief cap. its first year. Source: CAF Source: Third Sector and PWC Source: Foresters
attentive trusted talentedGetting the right leadership team in place is attenti are acevo’s strategic recruitment partnersabsolutely crucial to the success of your and we focus on G Executive Recruitmentorganisation. Never more so in the currentclimate. At attenti, we like to keep an open mindabout executive recruitment and, as trusted G Organisational Redesignadvisors, we know that everyone’s recruitmentneeds are different. So instead of giving you a G Interim Executivesone size ﬁts all solution, we’ll listen to exactly To ﬁnd out more about the different ways wewhat you need. Then we’ll use our years of can help, please visit our website attenti.co.ukrecruitment experience to design a costeffective, tailored service that will get you the Or call David Fielding, Serena Speller,leadership team you need. Nev Wilkinson or Melissa Baxter on 0207 422 0620. attenti.co.uk