Network - Spring2012

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Network - Spring2012

  1. 1. 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
  2. 2. 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
  3. 3. 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. jenny.berry@acevo.org.ukthe coming year. considered key. to arrange a time.
  4. 4. ACEVO network spring 2012 5
  5. 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 kate.duffy@euclidnetwork.eu 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 erin.mcfeely@acevo.org.uk 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, editor@acevo.org.uk 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.
  6. 6. 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
  7. 7. 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
  8. 8. 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 alex.massey@acevo.org.uk
  9. 9. 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 s.topa@iars.org.uksmall, 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.’
  10. 10. 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 slivingstone@cityyear.org.uk organisation in Volunteering Week or to find out more get inor visit www.cityyear.org.uk contact with Volunteering England.
  11. 11. 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 acevo@elliswhittam.com 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
  12. 12. 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.
  13. 13. 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
  14. 14. 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 jenny.berry@acevo.org.ukcontinual 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.
  15. 15. Charity underpinned by partnership At Deloitte we are focussed on delivering real, sustainable solutions to the needs of our Charities and Not For Profit clients, a model of genuine partnership in which we use our unrivalled talents and resources to maximise impact. That is why we are the advisor of choice. www.deloitte.co.uk/charitiesandnotforprofit© 2012 Deloitte LLP. All rights reserved.
  16. 16. 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. ian.bird@fosterdenovo.comschemes established prior to of fees over commission may
  17. 17. 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.
  18. 18. 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! jenny.berry@acevo.org.uk
  19. 19. 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
  20. 20. 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 info@probonoeconomics.com
  21. 21. 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
  22. 22. 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.

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