The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
This presentation was given by Karl Wilding, Director of Public Policy (NCVO), Dave Kane, Senior Research Officer (NCVO) and Rob Macmillan, Research fellow (Third Sector Research Centre) and discusses the changing landscape in the third sector.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
Find out more about the work NCVO does around funding: http://www.ncvo.org.uk/practical-support/funding
The Centre provides consultancy to support providers, voluntary organizations, clinical groups, and local authorities to improve services for citizens. It has expertise in areas like co-production, commissioning, training, engagement, consultation, coaching, evaluations, and culture change. The Centre aims to help organizations further self-directed support through practical advice based on the collective skills and experiences of its team members.
The Jostle Awards shine light on our amazing customers and their Jostle® intranets. Every year, we ask for Nominations and hear incredible stories of how Jostle helps transform and engage organizations across the globe.
Congratulations to the 2015 Winners and thank you to all Nominees!
The Jostle Awards shine light on our amazing customers and their Jostle intranets. Every year, we ask for Nominations and hear incredible stories of how Jostle has helped transform and engage organizations across the globe. In 2014, 35 organizations were nominated in 12 categories, each with their own powerful story.
LCVS Strategic framework - our roadmap for the next 5 yearstonyosailing
This is the draft summary version of the LCVS strategic framework launched at the LCVS Big Event on 12 November 2014.
More information: info@lcvs.org.uk
3 Ways Acumen Fund is eliminating poverty - and how you can helpClay Hebert
The Acumen Fund is using patient capital to help build sustainable businesses to combat poverty.
Vote for us and the $5,000 prize will be donated directly to the Acumen Fund.
This document analyzes the implications of Brexit for the voluntary sector in the UK. It finds that in the short term, Brexit will lead to uncertainty as the government delays major decisions until negotiations are further along. This may cause funding and policy paralysis. In the long term, Brexit could reduce EU funding and public spending on services. It may also exacerbate social tensions and divisions in communities. The voluntary sector has an important role to play in bringing people together and ensuring vulnerable voices are heard during the Brexit process.
Catch Up is a UK charity that provides literacy and numeracy interventions for struggling learners. It has trained over 20,000 teachers and helped over 500,000 learners since 2003. Catch Up relies on a sustainable funding plan with a mixture of grants and earned income from selling training packages to schools. It does not chase money but rather plans products and markets strategically. Catch Up has experienced growth through loan funding, strategic grants that align with its mission, and marketing initiatives like hiring a consultant. Its funding approach of balanced income streams along with relevant products has allowed it to support many learners over time.
The Centre provides consultancy to support providers, voluntary organizations, clinical groups, and local authorities to improve services for citizens. It has expertise in areas like co-production, commissioning, training, engagement, consultation, coaching, evaluations, and culture change. The Centre aims to help organizations further self-directed support through practical advice based on the collective skills and experiences of its team members.
The Jostle Awards shine light on our amazing customers and their Jostle® intranets. Every year, we ask for Nominations and hear incredible stories of how Jostle helps transform and engage organizations across the globe.
Congratulations to the 2015 Winners and thank you to all Nominees!
The Jostle Awards shine light on our amazing customers and their Jostle intranets. Every year, we ask for Nominations and hear incredible stories of how Jostle has helped transform and engage organizations across the globe. In 2014, 35 organizations were nominated in 12 categories, each with their own powerful story.
LCVS Strategic framework - our roadmap for the next 5 yearstonyosailing
This is the draft summary version of the LCVS strategic framework launched at the LCVS Big Event on 12 November 2014.
More information: info@lcvs.org.uk
3 Ways Acumen Fund is eliminating poverty - and how you can helpClay Hebert
The Acumen Fund is using patient capital to help build sustainable businesses to combat poverty.
Vote for us and the $5,000 prize will be donated directly to the Acumen Fund.
This document analyzes the implications of Brexit for the voluntary sector in the UK. It finds that in the short term, Brexit will lead to uncertainty as the government delays major decisions until negotiations are further along. This may cause funding and policy paralysis. In the long term, Brexit could reduce EU funding and public spending on services. It may also exacerbate social tensions and divisions in communities. The voluntary sector has an important role to play in bringing people together and ensuring vulnerable voices are heard during the Brexit process.
Catch Up is a UK charity that provides literacy and numeracy interventions for struggling learners. It has trained over 20,000 teachers and helped over 500,000 learners since 2003. Catch Up relies on a sustainable funding plan with a mixture of grants and earned income from selling training packages to schools. It does not chase money but rather plans products and markets strategically. Catch Up has experienced growth through loan funding, strategic grants that align with its mission, and marketing initiatives like hiring a consultant. Its funding approach of balanced income streams along with relevant products has allowed it to support many learners over time.
The document is a magazine for members of the Charity Finance Group (CFG) that includes the following articles:
1) An interview with the CEO of a charity discussing challenges in the sector like increasing commercial astuteness.
2) An article asking what social investment may look like after the upcoming UK general election.
3) Advice on using crowdfunding and social investment platforms.
4) Articles on whether rebranding investments are worthwhile and personal experiences with rebranding.
5) Insights from charity and auditor perspectives on choosing an auditor.
Stuart Etherington speech BIG Assist conference 25 Feb 2016elizabethpacencvo
The document summarizes the keynote speech given at the final Big Assist national conference. The speech discusses:
1) The success of the Big Assist program in helping over 700 organizations access advice and support to strategize, develop new ways of working, and generate income since 2012.
2) The need for infrastructure organizations to adapt to changing times and demonstrate their impact by convening communities, generating income, and facilitating partnerships between sectors.
3) A roadmap for infrastructure organizations focusing on skills development, demonstrating impact, playing a central role in community planning, and brokering new resources.
1. The document discusses expectations for engaged citizens and outlines five ways citizenship could be strengthened including giving communities more powers, encouraging community involvement, transferring power to local government, supporting the third sector, and publishing government data.
2. It then discusses the growth of social enterprises and how reducing reoffending and improving health and wellbeing can benefit both society and businesses' bottom lines.
3. Finally, it argues that both businesses and individuals have a duty to 'give back' and employers can facilitate contributions through activities like volunteering.
The document summarizes research on the future of charities in Ireland in 2037. It finds declining public trust in charities based on surveys of the general public, charity staff, and volunteers. Interviews with charity leaders find demands for excellence, a need for the sector to evolve and drive change, and a call for greater transparency and regulation. The implications are that declining trust will make it harder for charities to fulfill their roles unless the sector takes proactive steps to change, measure impact, facilitate mergers where appropriate, and better engage volunteers.
Keep calm and carry on - presentation for High Peak CVStonyosailing
The document discusses the challenges facing voluntary organizations in the UK given the economic recession and government funding cuts. It provides statistics on the size of the voluntary sector and effects of the recession, including increased demand for services and decreased donations. The document then discusses the government's "Big Society" initiative and different strategies organizations can take to address challenges, such as downsizing, merging, diversifying activities, or developing new service models. It also shares lessons learned from a case study of two organizations that collaborated to reduce costs while maintaining services.
This document provides an overview and agenda for the Big Donor Summit on April 15, 2015 in London. The summit and accompanying workshops on April 14 will focus on innovative fundraising strategies for engaging corporations and major donors to form lasting partnerships. The agenda includes workshops on corporate partnerships, major donor fundraising, and integrated fundraising strategies. There will be opportunities to network with corporate representatives and major donors as well as panel discussions on developing collaborative approaches, growing major donor programs, and innovative partnership models.
This document summarizes a presentation given at the Impact of Infrastructure 2012 conference in London. It discusses the shift towards a more demand-driven, market-based approach to infrastructure for the voluntary sector ("marketisation"). Key points addressed include the context of declining funding and changes in expectations from funders, what marketisation entails, emerging models like the Big Lottery Fund's focus on impact and legacy, and issues that this transition raises for customers, suppliers, and those shaping the emerging market system. Attendees were then asked to discuss in groups their experiences with and needs regarding these changes.
Marketing & The Business "Stuff" - What Social Enterprises Need to Know!Olwen Dawe
Presentation given to the "Fostering Community Enterprise Resilience in Roscommon" conference, March 2013. An overview on the role of business techniques in social and community organisation's sustainability.
This document discusses the challenges facing the charitable sector in Canada. It notes that fundraising revenues have only grown 3% in recent years for traditional charities, and total tax receipted giving is just matching pre-recession levels. Participation rates are also declining, with fewer tax filers claiming charitable receipts and fewer Canadians volunteering. This decline is happening as attitudes towards charities are changing, with Canadians rethinking their relationship with the sector. The sector may need to examine its current paradigms and adapt to meet evolving expectations around impact, choice, involvement and social connections.
The document summarizes the purpose, mission, and vision of the Accelerator program to support engaged journalism in European news organizations. The Accelerator aims to accelerate skills, knowledge, and community engagement practices of news organizations to help rebuild trust. It provides grants, coaching, and resources to organizations in multiple European countries. The Accelerator has learned that cultivating internal culture focused on community values, transparency, accountability, and viewing communities as active citizens are important for engaged journalism. Embedding engagement strategies organization-wide and linking local stories to other communities can also help build trust and engagement over the long term.
The role of the finance department in service delivery is to:
1) Deliver timely, insightful business intelligence that contributes to competitive advantage by understanding and aligning with stakeholders' requirements.
2) Interpret, explain, and drive performance while advising on business planning and influencing decisions through analysis and insights.
3) Assess business performance using accounts to help stakeholders judge how well the organization is performing and meeting their needs.
Getting Behind ISFs - Individual Service FundsCitizen Network
This talk by Simon Duffy was given to service providers, social workers and commissioners in Bedfordshire on 3rd December 2015. It explores the reasons why ISFs are a helpful tool for achieving citizenship for people with learning disabilities and others who use social care services.
How can the spaces attract people from different backgrounds to feel more connected? How can the spaces help people develop & test activities that are rooted in the strengths & needs of neighbourhood? How can the spaces encourage organisations to collaborate around common causes and create social value for the neighbourhood?
The document discusses tips for charities partnering with corporations for fundraising campaigns. It outlines AfriKids' experience as Deutsche Bank's Charity of the Year in 2010, which involved dedicating staff time to managing the partnership, campaigning to employees through videos and materials, and ultimately raising over £150,000 through various events. The summary emphasizes focusing efforts, networking, providing feedback, and maximizing opportunities for employee engagement.
Improving Impact Measurement And Analysisashtihamidi
This document summarizes the 3rd Annual One-Day Conference on Improving Measurement and Analysis, which will take place on October 15, 2013 in London. The conference will focus on the latest policies and methods for measuring social impact, collecting evidence efficiently, and embedding impact measurement into organizations. Featured speakers will provide perspectives from funders, case studies on successful measurement practices, and workshops on shared measurement frameworks. Attendees can learn practical skills for gathering quality evidence at low cost and using impact data to improve strategies and services. Registration discounts are available before August 16.
The document discusses subnational support for sustainability and climate change agendas in the East of England region. Through interviews with 24 senior stakeholders, it finds that priorities have shifted to short-termism and cost-cutting due to austerity and lack of leadership. Local partnerships show potential through local pride and innovation but face issues with engagement, transparency, and scaling up. Rethinking the subnational space is needed to better enable and support local action through collaboration and capacity building rather than traditional regional strategies. An independent, co-productive alliance is proposed as a vehicle to help deliver on these agendas.
Services for Later Life conference: A change in thinking: Redefining servicesAge UK
Age UK's Services for Later Life conference took place on 12 July 2012. This presentation was given by Dan Corry, Chief Executive, New Philanthropy Capital.
"Build Great Services" - Ergosign @ MCBW 2021Ergosign GmbH
Build great services – people-centric, economical and sustainable!
We wanted to share how we design services. Services, that are sustainable – for a company, its employees and the world around us.
Find out more about our services: https://bit.ly/30ynYbp
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
Nick Temple (Director of Business, Social Enterprise UK) discussed how an enterprising culture can help create opportunities that are both sustainable and innovative. This session used real examples to demonstrate how an enterprising culture can be developed within organisations.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
The document is a magazine for members of the Charity Finance Group (CFG) that includes the following articles:
1) An interview with the CEO of a charity discussing challenges in the sector like increasing commercial astuteness.
2) An article asking what social investment may look like after the upcoming UK general election.
3) Advice on using crowdfunding and social investment platforms.
4) Articles on whether rebranding investments are worthwhile and personal experiences with rebranding.
5) Insights from charity and auditor perspectives on choosing an auditor.
Stuart Etherington speech BIG Assist conference 25 Feb 2016elizabethpacencvo
The document summarizes the keynote speech given at the final Big Assist national conference. The speech discusses:
1) The success of the Big Assist program in helping over 700 organizations access advice and support to strategize, develop new ways of working, and generate income since 2012.
2) The need for infrastructure organizations to adapt to changing times and demonstrate their impact by convening communities, generating income, and facilitating partnerships between sectors.
3) A roadmap for infrastructure organizations focusing on skills development, demonstrating impact, playing a central role in community planning, and brokering new resources.
1. The document discusses expectations for engaged citizens and outlines five ways citizenship could be strengthened including giving communities more powers, encouraging community involvement, transferring power to local government, supporting the third sector, and publishing government data.
2. It then discusses the growth of social enterprises and how reducing reoffending and improving health and wellbeing can benefit both society and businesses' bottom lines.
3. Finally, it argues that both businesses and individuals have a duty to 'give back' and employers can facilitate contributions through activities like volunteering.
The document summarizes research on the future of charities in Ireland in 2037. It finds declining public trust in charities based on surveys of the general public, charity staff, and volunteers. Interviews with charity leaders find demands for excellence, a need for the sector to evolve and drive change, and a call for greater transparency and regulation. The implications are that declining trust will make it harder for charities to fulfill their roles unless the sector takes proactive steps to change, measure impact, facilitate mergers where appropriate, and better engage volunteers.
Keep calm and carry on - presentation for High Peak CVStonyosailing
The document discusses the challenges facing voluntary organizations in the UK given the economic recession and government funding cuts. It provides statistics on the size of the voluntary sector and effects of the recession, including increased demand for services and decreased donations. The document then discusses the government's "Big Society" initiative and different strategies organizations can take to address challenges, such as downsizing, merging, diversifying activities, or developing new service models. It also shares lessons learned from a case study of two organizations that collaborated to reduce costs while maintaining services.
This document provides an overview and agenda for the Big Donor Summit on April 15, 2015 in London. The summit and accompanying workshops on April 14 will focus on innovative fundraising strategies for engaging corporations and major donors to form lasting partnerships. The agenda includes workshops on corporate partnerships, major donor fundraising, and integrated fundraising strategies. There will be opportunities to network with corporate representatives and major donors as well as panel discussions on developing collaborative approaches, growing major donor programs, and innovative partnership models.
This document summarizes a presentation given at the Impact of Infrastructure 2012 conference in London. It discusses the shift towards a more demand-driven, market-based approach to infrastructure for the voluntary sector ("marketisation"). Key points addressed include the context of declining funding and changes in expectations from funders, what marketisation entails, emerging models like the Big Lottery Fund's focus on impact and legacy, and issues that this transition raises for customers, suppliers, and those shaping the emerging market system. Attendees were then asked to discuss in groups their experiences with and needs regarding these changes.
Marketing & The Business "Stuff" - What Social Enterprises Need to Know!Olwen Dawe
Presentation given to the "Fostering Community Enterprise Resilience in Roscommon" conference, March 2013. An overview on the role of business techniques in social and community organisation's sustainability.
This document discusses the challenges facing the charitable sector in Canada. It notes that fundraising revenues have only grown 3% in recent years for traditional charities, and total tax receipted giving is just matching pre-recession levels. Participation rates are also declining, with fewer tax filers claiming charitable receipts and fewer Canadians volunteering. This decline is happening as attitudes towards charities are changing, with Canadians rethinking their relationship with the sector. The sector may need to examine its current paradigms and adapt to meet evolving expectations around impact, choice, involvement and social connections.
The document summarizes the purpose, mission, and vision of the Accelerator program to support engaged journalism in European news organizations. The Accelerator aims to accelerate skills, knowledge, and community engagement practices of news organizations to help rebuild trust. It provides grants, coaching, and resources to organizations in multiple European countries. The Accelerator has learned that cultivating internal culture focused on community values, transparency, accountability, and viewing communities as active citizens are important for engaged journalism. Embedding engagement strategies organization-wide and linking local stories to other communities can also help build trust and engagement over the long term.
The role of the finance department in service delivery is to:
1) Deliver timely, insightful business intelligence that contributes to competitive advantage by understanding and aligning with stakeholders' requirements.
2) Interpret, explain, and drive performance while advising on business planning and influencing decisions through analysis and insights.
3) Assess business performance using accounts to help stakeholders judge how well the organization is performing and meeting their needs.
Getting Behind ISFs - Individual Service FundsCitizen Network
This talk by Simon Duffy was given to service providers, social workers and commissioners in Bedfordshire on 3rd December 2015. It explores the reasons why ISFs are a helpful tool for achieving citizenship for people with learning disabilities and others who use social care services.
How can the spaces attract people from different backgrounds to feel more connected? How can the spaces help people develop & test activities that are rooted in the strengths & needs of neighbourhood? How can the spaces encourage organisations to collaborate around common causes and create social value for the neighbourhood?
The document discusses tips for charities partnering with corporations for fundraising campaigns. It outlines AfriKids' experience as Deutsche Bank's Charity of the Year in 2010, which involved dedicating staff time to managing the partnership, campaigning to employees through videos and materials, and ultimately raising over £150,000 through various events. The summary emphasizes focusing efforts, networking, providing feedback, and maximizing opportunities for employee engagement.
Improving Impact Measurement And Analysisashtihamidi
This document summarizes the 3rd Annual One-Day Conference on Improving Measurement and Analysis, which will take place on October 15, 2013 in London. The conference will focus on the latest policies and methods for measuring social impact, collecting evidence efficiently, and embedding impact measurement into organizations. Featured speakers will provide perspectives from funders, case studies on successful measurement practices, and workshops on shared measurement frameworks. Attendees can learn practical skills for gathering quality evidence at low cost and using impact data to improve strategies and services. Registration discounts are available before August 16.
The document discusses subnational support for sustainability and climate change agendas in the East of England region. Through interviews with 24 senior stakeholders, it finds that priorities have shifted to short-termism and cost-cutting due to austerity and lack of leadership. Local partnerships show potential through local pride and innovation but face issues with engagement, transparency, and scaling up. Rethinking the subnational space is needed to better enable and support local action through collaboration and capacity building rather than traditional regional strategies. An independent, co-productive alliance is proposed as a vehicle to help deliver on these agendas.
Services for Later Life conference: A change in thinking: Redefining servicesAge UK
Age UK's Services for Later Life conference took place on 12 July 2012. This presentation was given by Dan Corry, Chief Executive, New Philanthropy Capital.
"Build Great Services" - Ergosign @ MCBW 2021Ergosign GmbH
Build great services – people-centric, economical and sustainable!
We wanted to share how we design services. Services, that are sustainable – for a company, its employees and the world around us.
Find out more about our services: https://bit.ly/30ynYbp
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
Nick Temple (Director of Business, Social Enterprise UK) discussed how an enterprising culture can help create opportunities that are both sustainable and innovative. This session used real examples to demonstrate how an enterprising culture can be developed within organisations.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
Hollie Banu is a senior manager at a large technology company based in San Francisco. She has over 15 years of experience in product management and business development. Hollie received her MBA from Stanford University and enjoys traveling, cooking, and spending time with her family on weekends.
The document summarizes research from a national survey on volunteering in the UK. It finds that while formal volunteering declined during the COVID-19 pandemic, informal volunteering increased slightly. Willingness to help others is the top motivator for volunteering. However, paid work is a major barrier, and post-pandemic volunteers are experiencing burnout from increased workload and stress during the pandemic. The cost of living crisis may further impact volunteer satisfaction and participation going forward.
This document provides information about undertaking a governance review of a board. It outlines the typical stages of a review including desk research, surveys of skills, diversity and governance, interviews, board observations, and a final report. It then discusses tools that can be used for the review, including the Governance Wheel for self-assessment, a skills audit, and a diversity audit. Potential red flags or issues that may be identified are also mentioned. The document concludes by thanking participants and directing them to return to the main room for an AGM and member event.
This document summarizes the proceedings of a National Volunteering Forum organized by NCVO and AVM. The forum focused on engaging volunteers and paid staff. It included presentations on developing shared principles between volunteers and staff from sector perspectives, as well as case studies from organizations on their approaches. Breakout discussion groups also took place on making decisions around paid and volunteer roles, and challenges faced. The forum concluded with reflections on recognizing, reconnecting and reimagining volunteering in the future, the role of volunteer leadership, and next steps.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
This document provides an introduction and agenda for a webinar on emerging safeguarding risks due to the COVID-19 lockdown. The webinar will discuss safeguarding risks in schools, the workplace, with homeworking, and regarding digital technology and online safety during lockdown. It will also provide an introduction to safeguarding, including definitions of vulnerable people, types of abuse, and special areas of concern. The host has a background in nursing, policing, social services, and currently works as a safeguarding risk consultant. Supporting documents on understanding safeguarding are also referenced.
As the charity sector continues to manage the impact of the pandemic, many charities are facing financial uncertainty. In this context many senior leaders, to ensure their charity’s sustainability, will be considering collaboration and merger. In this webinar, in association with Bates Wells, we aim to answer questions such as: When should a charity in crisis consider merging? What are the alternatives? How can you make the best decision for your organisation? You will also hear about a new online decision-making tool which will help organisations chart the options open to them in a tight financial spot.
Normal working practices have changed dramatically in a very short period. Most staff are still working remotely, and many organisations have made use of the furlough scheme. This has meant organisations are having to manage and support staff remotely; review some existing policies to ensure they are still fit for purpose; and manage with a reduced and rotating staff capacity. In partnership with our Trusted Supplier Croner, in this webinar we will be sharing good practice on managing and supporting staff in this new environment. We will be joined by Vicky Scott, Operations and HR Manager at Hackney CVS who will share the experiences and learnings of Hackney CVS in this new context.
The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.
The document summarizes a webinar on the legal and practical considerations for easing lockdown restrictions and returning employees to work. It discusses employers' health and safety duties, the UK government's roadmap, conducting COVID-19 risk assessments, and practical safety measures to implement. It also provides an example of how St. John Ambulance prepared to restart operations and shares resources on legal guidance from TrustLaw and NCVO.
Slides from a webinar broadcast on 15 July 2020, sharing what volunteering organisations have learned since the lockdown in March.
Watch the full recording here: https://www.youtube.com/watch?v=HyFbDAtHHQo
The document summarizes key findings from the UK Civil Society Almanac 2020. It finds that while the number of organizations has remained stable in recent years, most are small with incomes under £100k. Total charity income and assets have grown but more slowly in recent years, with the public now the main income source versus government. Reserves are back to pre-2008 crisis levels but reductions in investments could threaten financial fragility. The paid workforce has reached 900,000 but is likely to decrease, while formal volunteering rates have remained stable though changing in form. The document outlines implications and practical support available for charities during the current challenges.
Slides of NCVO webinar that took place on 24 June 2020 covering:
the general health and safety obligations to staff and volunteers, the key legal and practical issues employers need to consider and where to go for further support and guidance.
Watch the webinar: https://www.youtube.com/watch?v=RDBvyTIFTIc
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
This document provides information about applying for funding from the Coronavirus Community Support Fund in England. It outlines the purpose of the fund, which is to support communities affected by COVID-19. It details who and what types of organizations and activities are eligible for funding. Applications can request between £300-£10,000, or over £10,000 for up to six months of costs. The document explains the application process and what information will be requested, including details about the organization's COVID-19 proposal and financial situation. It concludes by providing next steps and contact information for questions.
More from NCVO - National Council for Voluntary Organisations (20)
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
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New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
Causes Supporting Charity for Elderly PeopleSERUDS INDIA
Around 52% of the elder populations in India are living in poverty and poor health problems. In this technological world, they became very backward without having any knowledge about technology. So they’re dependent on working hard for their daily earnings, they’re physically very weak. Thus charity organizations are made to help and raise them and also to give them hope to live.
Donate Us:
https://serudsindia.org/supporting-charity-for-elderly-people-india/
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Disampaikan pada FGD Kepmen Pertahanan tentang Organisasi Profesi JF Analis Pertahanan Negara
Jakarta, 20 Juni 2024
Dr. Tri Widodo W. Utomo, SH. MA.
Deputi Bidang Kajian Kebijakan dan Inovasi Administrasi Negara LAN RI
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
1. Workshops
PM2: The road ahead
Karl Wilding, Director of Public Policy, NCVO
Dave Kane, Senior Research Officer, NCVO
Rob Macmillan, Research Fellow, Third Sector
Research Centre
2. UK Civil Society Almanac 2014
David Kane, Senior Research Officer
8. Change in income from government
Change in voluntary
sector income from
government between
2010/11 and 2011/12 (£
millions)
Source: NCVO/TSRC, Charity Commissio
15. Changing Landscapes for the Third Sector
Rob Macmillan
University of Birmingham
‘The Road Ahead’ workshop
Evolve 2014
London, 16th June 2014
16. The ‘Changing Landscapes’ project
• Aim: to bring together insights from a network of recent
qualitative longitudinal research projects in the third sector
• Involves:
– Data sharing and archiving, secondary analysis, research synthesis
– Knowledge exchange (across the network of studies, and with policy-
makers and practitioners)
• Core themes: sustainability, independence, hybridisation,
participation, inter-organisational relationships and impact
17. Network projects
1. Real Times: an in-depth study of third sector organisations over time
(TSRC, University of Birmingham)
2. Pathways Through Participation: What creates and sustains active citizenship?
(NCVO, with IVR and Involve)
3. The Opportunities and Challenges of the Changing Public Services Landscape for
the Third Sector in Scotland: A Longitudinal Study
(Edinburgh and Edinburgh Napier Universities)
4. Third Sector Trends Study
(Durham University)
5. Employment Relations in the Voluntary Sector / Personalisation and the
Voluntary Sector Workforce
(University of Strathclyde)
6. Recession Watch
(Institute for Voluntary Action Research).
http://changinglandscapes.leeds.ac.uk/
18. ‘Unsettlement’
A third sector in transition?
• economic context – (dual) impact for the sector of recession, austerity and
cuts
• political context and priorities – the Coalition’s framing of a fiscal crisis; the
‘Big Society’ as a (partial) decoupling of sector and state?
• ‘Shaking-out’ - contraction and closure? enough ‘room’ for everyone?
• ‘Shaking-up’ - organisations being more ‘enterprising’, demonstrating value
and greater consolidation
An ‘unsettlement’?
• Where resources, relationships, approaches and understandings are called
into question (from Fligstein and McAdam “A Theory of Fields” 2012)
• Continuity and change – compared to what? leading to what?
19. Sustainability
• Voluntary action – how tough or fragile? how enduring? exaggerated
anxiety?
The organisations in our study are all experiencing a bewildering set of
challenges, characterised by complexity (for example, changes to the
organisation and funding of public services) and distress (in particular,
increasing levels of poverty and hardship amongst their users and
beneficiaries) (IVAR 2012: 4).
• Sustainability strategies (1):
– Income - retaining resources/income generation
– Expenditure - containing costs; ‘paring back for survival’
– Activities - managing demand; rationing and signposting
• Sustainability strategies (2):
– Restructuring/redundancy
– Reconfiguration/merger
– Repositioning/rebranding
20. a) Restructuring/redundancy
• Cutting costs – shedding hours, projects and staff
• Multiple agendas and managerial restlessness – necessary evils and
organisational agendas
• Substitution between paid and unpaid work
“it’s some of the most painful stuff I’ve ever had to do, it’s
absolutely horrible, absolutely horrible.
People come in and really look you in the eye and tell you how
desperately they want their job and they enjoy their job and
you just feel dreadful because, you know, it’s not about
whether you want your job or not…It’s about how much money
we’ve got and as much as you like your job, we’re not going to
have a job for everybody at the end of this and it’s shit, what
can I tell you?” (Advice services)
21. b) Reconfiguration/merger
• Lots of talk but relatively little action
• Preference for ‘sharing without merging’
• ‘On the sniff’ for merger/takeover opportunities
“the strategy around that has to be tacit and not overt so I don’t
think you go out there and openly pursue a kind of merger and
acquisition strategy” (Social housing)
“so there’s quite a lot of potential basket cases out there if I’m
honest, and it wouldn’t be sensible for either charity to… the
coming together of two baskets is not a good idea” (Family
support)
22. c) Repositioning/rebranding
“you’ve got to be aware of what other people are doing. We certainly try
and stay close to key competitors and their tactics to understand what the
world is going to look like and we try and adjust our plans accordingly. We
do quite a lot of I suppose what the private sector would call market
analysis, you know... what is the world going to look like, what are the
political directions, how do we position ourselves to work in that way….”
Niche (in relation to other organisations):
“where I want to be by the end of the year, which will be a completely
different organisation, a fresh new start and that kind of professionalism
will be seen by our stakeholders, which I think then by the end of the
following year we really would be in a good position to have the data,
have a proven track record of delivering quality services, to go and get
more funding”.
Branding as a strategy of affiliation and distinction:
23. Transition
The defining characteristic of this environment is that of
continuous transition, in which survival means being able to
adapt to new and shifting sets of circumstances…
…transition has become an essential and permanent
feature of what it is for an organisation to survive, thrive
and make a difference.
IVAR (2013) ‘Turning a Corner’, p.9
24. Supporting the sector…to change
Civil society organisations will need to
embrace new skills, partnerships and
organisational models if they are to seize the
opportunities that lie ahead. It will be vital for
civil society organisations to improve their
business skills, become more entrepreneurial
and strengthen their governance .
Government wants to invest in a new
programme of strategic interventions which
will help organisations modernise and
become more efficient and more
entrepreneurial in order to take advantage of
the opportunities ahead
(Cabinet Office 2010: 6, 8)
25. Transition as policy
• Transition Fund (£100m, 2010-12)
• Transforming Local Infrastructure (£30m, 2012-13)
• Advice Services Transition Fund (£33.6m, 2012-14)
In order to thrive and secure its future sustainability, the
independent advice sector will also need to be more enterprising
and business-minded. Simply funding direct services will not
secure this future for local providers. The traditional sources of
funding that the advice sector has relied on in the past are
changing, and the amounts available are reducing. The Advice
Services Transition Fund is to support changes that will help the
sector to become more enterprising and resilient.
26. Uncertain futures – ‘Birch’
• Timescales of transition – fast and slow
• Weathering the storm, cuts and reprieve through ‘transition’
• Buying time – ‘laying down funds’
“It’s been difficult to plan for….and that’s the big thing even at
the moment, that actually it is still difficult to see what’s in front
of you.. The plans have to be ‘we’re as flexible as we need to be
to do what we need to do’, you know… But it doesn’t necessarily
feel comfortable really, that you’re having to be so quick on your
feet that actually you don’t want to lay things down because
that might slow you down, so let’s keep it open and fluid”
“we are a different animal now than we were 12 months
ago. We would not have focused on half the things that
we’ve focused on. We’re not as good as we need to be, and
that’s what I mean about it takes a long time to change”
What is the Almanac?
Launched in the mid 1990s after a collaboration with ONS.
Aims to provide the statistics on the sector that other sectors take for granted.
Methodology has remained consistent since 2004, so we can present trends over 10 years based on a consistent method.
In 2008 we started to include data on civil society – wider than just the voluntary sector. But most of the data that I’ll speak about today relates to voluntary sector.
Our voluntary sector is based on the “general charities” definition. This is a subset of registered charities – we exclude organisations such as faith groups, independent schools, charities controlled by government, to give a definition that is closer to what the man in the street might consider a charity.
Here are some of the key stats from this year’s Almanac, just to give you a flavour.
Here are some of the key stats from this year’s Almanac, just to give you a flavour.
Sector’s income steadily increased to £41 billion (in 2011/12 prices) by 2007/08.
Recession hit the voluntary sector as well – large drop in income, followed by a slow recovery (mirrors the pattern of the whole economy?)
Expenditure was kept up during the recession – dipping into reserves. But this couldn’t be maintained – spending seems to have lagged behind income.
Now lets focus on 2011/12 – which saw income drop.
This graph shows the relatives sizes of different income sources – the top line is income from individuals, which has consistently been the highest, and the next one down is income from government – which we’ll come onto in a bit.
The important part is to recognise how big the contribution of these two sources is – 4 pounds out of every 5 the sector receives comes from individuals or government.
The pattern of changing government income reflects the government’s spending priorities.
International organisations (the bottom bar) have seen increased funding from government – and the government has increased spending on aid to meet their 0.7% of GDP target.
Protected departments – Health, Education – have seen smaller falls.
But areas where funding is unprotected – Social Services (by far the largest category), environment, culture and recreation – have seen large falls.
Worth concentrating on employment and training organisations – we identified these as vulnerable organisations, with low reserves, a high reliance on income from government. Impact on this sector will be high. But this is also an area where the funding environment is rapidly changing, we don’t yet know the impact of payment by results and personal budgets.
Looking at other ways of breaking this data up – central and local government both saw falls, with local government’s slightly bigger (£750 million) than central government (£540 million)
Grants vs Contracts
In contrast to income from government, income from individuals held up between 2010/11 and 2011/12 in real terms, increasing by 3.1%.
But this real terms increase was spread across a number of different income streams.
Voluntary income rose by just 0.9%. This number is closest to a figure for “donations” or “giving”, although some of this income may be treated differently in accounts that it is for the people making a donation. This figure is different to the decrease found in UK Giving 2012 which covered the same period. It’s important to remember the differences in methodology and coverage of the two reports, which mean it is not unusual for the numbers to differ. UK Giving includes a wider range of activities, some of which such as religion and giving to hospitals, are outside the “General charities” definition used in the Almanac. UK Giving is a survey of over 3,000 individuals, and is based on their recollection, whereas Almanac figures are based on the reported income of charities in their accounts.
Legacies and earned income saw above-inflation growth, with earned income in particular driving a large amount of the change. Earned fundraising income isn’t just traditional “fundraising” – it also includes any activity where a charity charges fees but doesn’t contribute to their primary purpose – so a raffle ticket.
General charities spent £38 billion in 2011/12 – a real terms fall in spending for the second year in a row.
As I mentioned earlier, charities seemed to be able to sustain spending through the recession, but now not able to. Also, losing contracts from government will inevitably mean that the spending on those projects also reduced, which might not be the case for other income sources.
11% of spending goes on generating funds – almost exactly the same as the previous year.
Grant-making dropped dramatically after the recession – due to the large fall in the value of the investments that grant-makers hold, but has increased every year since.
Reserves are a way of measuring the capital that organisations have available to spend – so it excludes money that is tied up in long-term investments or property.
Voluntary organisations’ reserves dropped significantly in the recession as the value of stocks and shares and other investments fell, but the rebounded afterwards.
Since then the reserves of charities have slowly fallen – although total net assets have risen over this period, driven mainly by fixed assets (ie property). This reflects continuing troubles in the stock market over this time, but also fits with the trends we’ve observed in income and expenditure.
Total reserves cover about 15 months of expenditure – a healthy level. But this aggregate figure hides some real inequalities in how these are held – excluding the large foundations the figure halves to 8 months, and around 20% of organisations have no reserves at all.
For the first time we have more details on the sector’s £18.6 billion liabilities. These are becoming increasingly important as social investment rises in prominence.
We can see that the sector currently has around £4 billion in loan finance
I’ll finish on a couple of positive notes.
The trend that we’ve seen in spending has been reflected in our data on how many people the sector employs.
But this data (from the Labour Force Survey) extends slightly further than the Almanac dataset, so we can get an idea of what has happened since the Almanac figures.
Definition in labour force survey
This shows an upturn in 2012, which could be positive news for the sector. But this data only covers the headcount – the total number of people employed in the sector. Other data from the survey shows that a large proportion of the voluntary sector workforce are part time, and a significant proportion of those part time workers would like to have full time work.
And in volunteering, we have seen an upturn in the latest Community Life Survey, which asks people to look at how many people have formally volunteered at least once a month, and once a year, compared to the final edition of the Citizenship Survey two years before.
The caveat on this data is that it is only for three quarters of the year, and that it isn’t an exact continuation of the previous survey.