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Emerging marketsWe ask whether the time has come for emerging market investments
A ‘good Big Society’The author of the Big Society audit highlights lessons from the project
InterviewMeningitis Now’s Sue Davie talks about the charity’s outlook
February/March 2015 l www.charitytimes.com
Lobbying ActLife after the
0 3www.charitytimes.com
It is popularly accepted throughout most of the
democratic world that freedom of speech is crucial to
the functioning of a healthy society. And the importance
of this freedom is particularly topical at the moment
after the shocking events in Paris at the start of the year.
Charities have felt their freedom to speak out under
threat for some time. The Lobbying Act simply codified
a threat to charities’ independent voice that had already
been at least perceived to be gaining in potency.
Yes, the sun did rise on 14 September despite the start of the regulated
period for the (deep breath) Transparency of Lobbying, Non-party
Campaigning and Trade Union Administration Act. And charities have not
rushed to register with the Electoral Commission in their droves. But the
legislation at least sends a message that charities should think twice before
putting down their knitting and speaking out.
Our cover feature (p28) finds that while the Act has not silenced charities, the
chilling effect some commentators warned of has materialised to some degree.
But, when it comes to charities’ ability to speak out for a better society,
it is not all about the Lobbying Act. The Panel on the Independence of the
Voluntary Sector’s fourth and final report was delivered in February and made
for sobering reading. In particular, testimony by some major charities of what
could best be described as threatening and bullying behaviour towards the
voluntary sector by those in power was troubling to say the least.
It goes without saying that this sort of conduct is wholly unacceptable.
It is worse than a piece of bad legislation, because it is insidious and it is not
subject to public scrutiny. It must stop.
That is not to say there should not be some tension between civil society
and government or regulators. There are persistent calls for the Charity
Commission to act as a sector advocate, but as the commission’s director of
policy and communications Sarah Atkinson rightly said in February, while it
supports the sector its role is as its “regulator, not its defender or champion”.
In short, there is a balance to be struck. It is clear that the scales are
currently tipped too far against charities. If those that dedicate themselves
to advocate for the most vulnerable are silenced society can only be poorer.
It is encouraging, then, to see the panel’s work will be carried forward by a
commission on the future of the voluntary sector. Let’s hope this commission
can make strides towards ensuring the sector’s voice is able to be heard loud
and clear in future.
Matt Ritchie
Editor
EditorMatt [email protected] 7562 2411
Contributing Writers Tony Armstrong, Neil Cleeveley, Rob Cope, Dan Corry, Jay Kennedy, Joe Lepper, Mathew Little, Antony Savvas, Caroline Slocock, Daniela Barone Soares, Emily Wymer Design & ProductionMatleena [email protected] 7562 2400
Advertising ManagerSam [email protected] 7562 4386
SubscriptionsJoel [email protected] 8950 9117 Subscription Rates (6 issues pa) £79pa registered charities£119pa rest of UK, £127pa EU £132pa elsewhere Printed by Warners Midlands All rights reserved. The views expressed are not necessarily those of the publishers. ISSN : 1355-4573 Published byPerspective Publishing, 6th Floor, 3 London Wall Buildings, London EC2M 5PD www.perspectivepublishing.com Managing Director John Woods
Publishing DirectorMark Evans
Freedom of speech
Average net circulation of 9,426 copies for July 13 –
June 14
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34
Regulars 6-11 Latest sector news 12 Diary13 Appointments
The Review 14 Change for good
Tony Armstrong says the report
provides an important roadmap
15 Transparency begins at home Emily Wymer argues the transparency that really matters is about the impact charities deliver
16 NAO follow up on the Charity Commission Jay Kennedy finds the report raises some notable points, but that there are gaps in the analysis
17 CLG review of Community Rights Neil Cleeveley says the report on Community Rights is a balanced and thoughtful contribution to the debate
Columns 18 Fundraising Rob Cope says charities should work to develop legacy marketing plans
19 Impact
Daniela Barone Soares argues dedicated performance analysts can make a big impact on a charity’s effectiveness
0 5www.charitytimes.com
Charity Services
45 Suppliers Directory
Comprehensive listings of products and services for the sector
28C O V E R S T O R Y : L I F E A F T E R T H E L O B B Y I N G A C THalfway through the regulated period in the run up to the general election, Joe Lepper asks how charities are approaching campaigning under the new regime
C O N T E N T S
Features
ANALYSIS 20 What would make a ‘good Big
Society?’
Caroline Slocock sums up the results
of the final Big Society Audit, and high-
lights the lessons that must be learned if
a genuine transfer of power from state to
community is to be achieved in future
INTERVIEW 25 Sue Davie, CEO, Meningitis Now
Matt Ritchie speaks to Meningitis Now’s
chief executive about the charity’s
achievements and goals
INVESTmENT 33 In focus: Emerging markets
Charles Stanley’s John Redwood looks at
how charities should approach investing
in emerging markets
34 Has the time come for emerging
markets?
Mathew Little asks whether charities’
faith in emerging markets is about to
be repaid
mOBILE AppS 41 Pocket power
Antony Savvas looks at how charities are harnessing the power of apps to achieve their objectives
Sponsored by:
The Transparency of reporTing
by large charities in receipt of public
funds was criticised in a report by think
tank centre for policy studies in
January. Transparency begins at home:
why charities must state who funds
them examined the Charity Commission
filings of the country’s 50 largest
charities. It concluded there is a range
of shortcomings with charities’ disclosures
of public funding including inconsistency
in the way grants are defined, and
inconsistency in disclosing where grants
came from. Some charities were providing
“reasonably comprehensive” disclosures,
the report concluded, but in other cases
the study considered charities were
not trying to provide open disclosures
of the amount of public funds they
received. In response, ncVo director
of public policy Karl Wilding said that
while the umbrella group agreed there
should be more information available on
how the government spends its money,
charities are already more transparent
on this issue than their counterparts in
the private sector.
LLoyDs BanKing groUp has selected
BBc children in need as its official
Charity of the Year for 2015 and 2016.
The relationship will see Lloyds Banking
Group aim to raise at least £2m per year
in offices and branches across the UK.
The arrangement complements Lloyds
Banking Group’s position as the charity’s
first ever principal partner and exclusive
fundraising partner in schools. Fundraising
has commenced with the launch of ‘Bear
Necessities’, an opportunity to piggyback
on the New Year resolutions of many of the
Group’s colleagues, which will see them
invited to give up a ‘Bear Necessity’ for a
day, week or month and donate the money
saved to BBC Children in Need. Alongside
these small fundraisers and regular items
like bake sales and dress down days,
colleagues will be invited to take part
in extraordinary physical challenges
supported by a network of colleague
volunteer champions.
sociaL iMpacT inVesTMenT fUnD
the Real Lettings Property Fund now
stands at more than £46m after
Big society capital and city of London
significantly increased their initial
commitments. The fund was launched
in early 2013 and other investors have
included L&Q, a number of charitable
foundations investing from their
endowments, and a private individual
investor. Last February croydon council
invested £10m to assist with the
borough’s homelessness issues and
promised a further £10m if it proved
a success. In July, Croydon invested
this second £10m and with Big Society
Capital’s total investment of £15m and
City of London’s total investment of £1m,
the fund is now at over £46m before
a likely final round of investment due
in mid-February. Real Lettings provides
affordable accommodation in the
private rented sector for those who
are homeless or in danger of becoming
homeless, as well as encouragement
and support for them to progress
towards greater housing options,
employability and resilience against
homelessness. It aims to make it easier
for those working with young people to
find and use the best existing resources
for impact and evaluation through its
website. The centre will facilitate a
number of national and regional
workshops and training sessions open
for all organisations.
fc BarceLona foUnDaTion,
reach out To asia (ROTA) and Unicef
launched the ‘1 in 11’ campaign to extend
educational opportunities to marginalised
children in January, starting in Bangladesh,
Indonesia and Nepal. The new campaign
will raise funds through individual
donations and a major art auction at
Sotheby’s in London on Thursday 12th
February, featuring donated works by
artists including Takashi Murakami,
Damien hirst, Jeff Koons, Richard Serra
and Shirin Neshat. Hirst and Murakami
have created specially commissioned
works of art featuring Lionel Messi,
FC Barcelona player, UNICEF Goodwill
Ambassador, and President of the Lionel
Messi Foundation. Murakami designed the
campaign logo.
The chariTy coMMission has
appointed an interim manager to the
charity al-fatiha global. Michael King
of stone King will work alongside the
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N E W S I N B R I E F
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The cps concluded there is a range of shortcomings with charities’ disclosures of public funding including inconsistency in the way grants are defined, and inconsistency in disclosing where grants came from
trustees, who remain in place and continue
to have the full powers, legal duties
and responsibilities of trustees, said the
Commission, the independent regulator of
charities in England and Wales. King’s main
tasks include appointing new trustees so
there are sufficient numbers for meeting
the quorum and the charity is able to
operate constitutionally. He will also put
in place suitable policies and procedures
including for sound governance and
financial management including due
diligence, monitoring and selection of its
operational partners and conduct of its
work overseas.
The ice BUcKeT chaLLenge was
a major factor behind a fall in charitable
donations made during the run-up to
Christmas, according to new analysis.
In 2014, November and December
accounted on average for 33 per cent
of a not-for-profit’s total annual online
donations, a significant fall from 44 per
cent in 2013. If donations related to the
gaza appeal, Ice Bucket Challenge, and
the Yes Scotland vote are excluded,
November and December donations
accounted for 43 per cent of donations
last year, said Blackbaud in its analysis
of online donations.
chiLDren’s chariTy VarieTy has
elected Jason Lewis, partner and head
of transaction finance at howard
Kennedy, as Chief Barker for 2015.
The post is equivalent to ‘chair’. The post
of Chief Barker is an annual appointment,
running from 1 January to 31 December.
weLsh chariTy cyrenians cymru
has been declared insolvent after a second
employee was arrested on suspicion of
fraud. A female employee was arrested
for fraud in the amount of around
£800,000, which comes only a month
after the arrest of head of finance director
Mark Davies. The charity’s funds have
now been frozen, and the board of
trustees has decided to declare Cyrenians
Cymru insolvent.
sanTanDer has annoUnceD
British heart foundation as its charity
of the year partner for 2015. The year-long
partnership will aim to raise £1m to help
the British Heart Foundation in its fight
against cardiovascular disease. Funds
raised by Santander will help support the
British Heart Foundation’s freephone Heart
Helpline, which provides support to heart
patients and their families. Funds raised
will also enable the British Heart
Foundation to fund two research projects
over three years which could lead to better
treatments for those living with CVD.
Santander staff will be encouraged to
get behind BHF fundraising campaigns
such as ‘Wear It. Beat it.’ on Friday 6th
February, and the autumn stock donation
campaign ‘Bag it. Beat it.’ The bank will
develop additional events for staff
including a 50 million step challenge
which will invite employees to get walking,
monitor their steps and fundraise, and
an international challenge.
The Big socieTy projecT has
LargeLy faiLeD against its own
measures, according to a three-year
investigation by think tank civil exchange.
Whose Society? The Final Big Society
Audit concluded that despite some
positive initiatives the project has not
delivered the radical change it promised.
Some measures would also take time
to yield results, the study found, but it
concluded society its now more divided
than at the start of the project. Among
the report’s recommendations for the
next government are that it be genuinely
inclusive, target those most in need, and
draw on the strengths of the voluntary
and private sectors. Drawing on a range
of government and other data, the report
concluded that civic participation has
fallen from 41 per cent to 30 per cent since
2013. The proportion of people who feel
they belong to their neighbourhood fell
from 78 per cent to 70 per cent since 2013,
the lowest level since 2005. While 88 per
cent of charities have seen a rise in
demand for their services, 32 per cent
now feel they can meet this need.
N E W S I N B R I E F
The year-long partnership will aim to raise £1m to help the British heart foundation in its fight against cardiovascular disease
0 7www.charitytimes.com
if donations related to the gaza appeal, ice Bucket challenge, and the yes scotland vote are excluded from Blackbaud’s analysis of online giving, november and December donations accounted for 43 per cent of last year’s total
the local infrastructure
that supports charities, community
groups, and social enterprises needs
to be redesigned and resourced to
meet future challenges, according
to a commission called to look at
the issue. The national association
for Voluntary and community
action set up the commission on
the future of local infrastructure
due to rising concerns local infrastructure
membership could be left behind by
the pace of social, political, economic
and technological change. The
commission concluded “infrastructure
will be needed in some form as long
as people come together to form
voluntary organisations and
community groups”. However, the
infrastructure of the future is likely
to be “a much leaner enabler, broker
and catalyst, rather than necessarily
a deliverer”. The commission produced
19 recommendations - for local
infrastructure, independent funders,
central and local government and
local commissioning bodies, and the
business community. Its overarching
recommendation was that “local
infrastructure needs to be redesigned
and creatively resourced to meet the
challenges of tomorrow”.
the Very reVerend dr graham
forbes CBE has been reappointed
as chair to the board of the scottish
charity regulator. Dr Forbes’s
reappointment will run from 1 March
2015 to 28 February 2019. In addition
to his role as chair of OSCR, Dr Forbes
is Provost of St Mary’s Cathedral,
Edinburgh. He chairs the mental Welfare
commission for Scotland and the Court
of Edinburgh Napier University. Dr Forbes
is a former chair of the scottish criminal
cases review commission, HM Inspector
of Constabulary and lay member for
Scotland on the General Medical Council.
He was awarded the CBE in 2004 for public
service in Scotland, and chaired the
Scottish Executive’s Expert Group on
MMR in light of concerns about the
triple vaccine.
the impact children can haVe
on their parents’ participation in charity
presents an exciting opportunity
according to new research from
consultancy nfpsynergy. A survey of
240 British parents found 23 per cent
were asked by their children to give
to good causes and did so. The same
number were persuaded to participate
in a fundraising event, nfpSynergy
said, and 9 per cent became volunteers
on their children’s suggestion. Children’s
suggestions were also found to be
influential in other areas, with 22 per
cent of parents saying they had
been persuaded to become more
environmentally friendly. Eighteen
per cent had agreed to stop smoking,
eat more healthily, or do more exercise.
the national audit office has found
the charity commission has made good
early progress in implementing the
recommendations from its 2013 report,
but there is much hard work ahead. In
a follow-up to its December 2013 report
on the regulator, the NAO found the
commission has developed a business
model and transformation programme
towards meeting its goal of becoming a
robust regulator. It has also used its powers
more often and is working to improve the
way it assesses regulatory risk. However,
work remains in ensuring trustees have
acted on its instructions when closing
registration and operations cases, and on
following up on all issues the NAO would
expect it to. It is also taking longer to
register charities, in line with an increase
in applications. The NAO’s broadly positive
assessment was accompanied by a series
of recommendations for executive
management and the board. It urged
the board to complete the review of the
governance framework and assessment
of board effectiveness as soon as current
governance arrangements have bedded
in, and act on the findings to further
strengthen governance arrangements
towards ensuring effective oversight of
the executive.
the Way charities use funds
leads the list of things people think
organisations do not do well, newly
published data shows, and a minority
feel charity chief executives should get
paid the same as their private sector
counterparts. Think tank npc has released
new figures from its survey on public
perception of charity conducted last year,
which also show a majority of
conservative and uKip voters feel
charities should just focus on meeting
need rather than campaigning to change
society. Forty-three per cent of the more
than 1,000 UK adults surveyed disagreed
that charity chief executives should be
paid as much as their private sector
counterparts. Twenty-two per cent felt pay
should be the same, while the rest did not
offer a view. Asked what, if anything, they
felt charities are doing wrong, 31 per cent
of respondents identified issues relating
to the use of money. How charities
behave, such as their effectiveness or
level of professionalism, was singled out
by 28 per cent of respondents, while
www.charitytimes.com
N E W S I N B R I E F
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in a follow-up to its december 2013 report on the regulator, the nao found the commission has developed a business model and transformation programme towards meeting its goal of becoming a robust regulator
N E W S I N B R I E F
0 9www.charitytimes.com
fundraising practices were highlighted
by 15 per cent. Forty-three per cent of
respondents either said charities did
nothing wrong, did not know, or did
not answer. Of those identifying as
Conservative supporters, 55 per cent
agreed that charities ‘should just
concentrate on helping people in need,
rather than campaigning to change
society as a whole’. Twenty-two per cent
did not know. Opinion was more evenly
split among labour supporters with
32 per cent agreeing and 38 per cent
disagreeing. UKIP supporters were the
most likely to agree with 67 per cent
supporting the statement, while liberal
democrat supporters were split 41 per
cent for and 34 per cent against.
aceVo has Welcomed four
new trustees alongside new a new
chair and vice chair after its AGM
in January. reading matters chief
executive Rachel Kelly, young people’s
support foundation chief executive
Kate MacDonald, islamic uK director
Jehangir Malik, and crisis chief executive
Jon Sparkes have joined the board.
mind chief executive Paul Farmer and
skills for care chief executive Sharon
Allen were last year announced as chair
and vice chair, respectively, and formally
took over at the AGM. Kelly spent 10
years in private sector management,
training and quality, and three years
in education before joining Reading
Matters in 2009, becoming chief
executive in 2012.MacDonald joined
the sector three years ago as CEO of
the Young People’s Support Foundation,
after working in local government
and the Probation Service. Malik
graduated with a Law Degree in 1992.
He first worked with IRW in 1991 as
a volunteer-steward at the Islamic
Relief Games, and was later appointed
to various roles including development
director of IR USA and deputy country
director in Afghanistan. Sparkes was
chief operating officer of unicef uK
before joining Crisis, and previously led
national disability charity scope. Before
joining the third sector he was a human
resources director in both the public and
private sectors.
ubs is to sponsor social
inVestment specialist resonance to
develop a Social Investment Tax Relief
fund aiming to launch in Bristol in the first
quarter, the first in a planned series of
funds targeted at addressing inner city
poverty. Each SITR fund will launch with
around £5m to invest in local social
enterprises. UBS said the funds could be
“considerably larger” if plans to extend
the SITR scheme announced in the
Autumn Statement are approved by the
European parliament. Six to eight more
funds are planned in addition to the Bristol
launch, with the second in the series likely
to be focused on Manchester. The wealth
manager’s involvement in distribution of
the SITR fund is subject to final approvals.
Social issues the funds seek to address
include job creation, skills development,
debt reduction and support, improved
standards of living, health and well-being,
addressing the needs of addicts and
ex-offenders, improving access to
affordable accommodation, alleviating
long-term unemployment and reducing
the cost of living. UBS Wealth Management
CEO Jamie broderick said the firm wanted
to widen the opportunities for its clients
to use their wealth to deliver a positive
social impact.
indiVidual giVing serVices
proVider the fundraising initiatives
group has acquired r fundraising.
The agreement was sealed on 23 January
with a senior management team
including institute of fundraising
trustee Gordon Michie as managing
director of R Fundraising. R Fundraising
is a specialist telephone fundraising
agency, employing more than 200
professional fundraisers. The company
will continue to operate under its own
brand and leadership team from its
offices in Dunfermline and Manchester.
The London-based Fundraising Initiatives
group is led by parent company
Fundraising Initiatives Holdings Ltd.
It is best known for core business
Fundraising Initiatives Ltd, a specialist in
door-to-door and private site face-to-face
fundraising. R Fundraising founder Hugh
McCaw will take the role of role of director,
strategic accounts, to ensure continuity.
charities aid foundation is
calling on employers to do more to
encourage staff to give their time for
good causes, after research showed 72
per cent of employees said they do not
get paid leave to volunteer. A comres
survey of almost 1,060 employees revealed
just 7 per cent said they are given paid
time off to volunteer, and 22 per cent did
not know if the opportunity was available
to them. The survey for CAF, of almost
2,030 adults overall, found 19 per cent
of people have never volunteered before
but would like to. CAF chief executive
John Low said people in the UK have
a strong desire to give up their time to
support the voluntary sector, and many
businesses are leading when it comes to
rallying staff around a cause. However,
he said there is yet to be a country wide
“culture of volunteering”.
forty-three per cent of the over 1,000 uK adults surveyed disagreed that charity chief executives should be paid as much as their private sector counterparts. twenty-two per cent felt pay should be the same, while the rest did not offer a view
charity commission chair William
Shawcross was reappointed at the end
of January with the role expanded from
two to three days a week. acEVo chief
executive sir stephen Bubb subsequently
queried the process followed behind the
appointment. Sir Stephen wrote to
cabinet secretary sir Jeremy heywood
raising several questions about the
appointment. The letter asks whether
recruitment for the role was made in
accordance with the code of Practice
for ministerial appointments to Public
Bodies, and whether other candidates
were considered. Sir Stephen also enquired
after the membership of the committee
that made the appointment, and asks what
representations were sought from the
cabinet office’s Propriety and Ethics Team
about the process. In a statement released
alongside publication of the letter, Sir
Stephen said the public will have “grave
concerns” that the Government has tried
to make the appointment “on the quiet”
six months early and three months out
from the General Election.
thE fundraising standards Board
has not upheld a complaint against
Battersea dogs & cats home in relation
to doorstep fundraising. The complaint
related to agency aPPco making a
fundraising approach to a household
displaying a ‘No Cold Calling’ sign. The
FRSB ruled that the approach did not
breach the ‘respectful’ principle in the
code of fundraising Practice.Battersea
suspended visits to the complainant’s
house immediately upon request.
Announcing its decision, the FRSB said the
legal position on No Cold Calling signs is
“complex and ambiguous”. This is the
second FRSB ruling in relation to No Cold
Calling signage in recent months, and the
board made a series of recommendations
on the issue. Research should be carried
out to determine the public’s views on
whether No Cold Calling signage applies
to charities, FRSB said, the outcomes of
which would inform any alterations to the
Code. The FRSB recommended the charity
sector consider the feasibility of
introducing a preference service for
doorstep fundraising, similar to the Mailing
Preference Service and the Telephone
Preference Service. It also suggested No
Cold Calling signage should be more
conspicuous.
chancEllor gEorgE osBornE has
announced £3m in funding for Royal Navy
charities, to be paid for out of Libor fines.
The royal navy and royal marines
charity is to receive £1m. This funding will
support projects including refurbishing
the Warrant Officers Mess in hms sultan
and renovating Navy Mews, to provide
flats so families can spend time with their
loved ones in Portsmouth if they are
deploying. The charity will also receive
£1m to support projects including help for
the naval families federation. A further
£1m will support the royal navy museum
and the royal navy heritage flying trust
to deliver historical projects and attract
tourism to Portsmouth.
samaritans chiEf ExEcutiVE
Catherine Johnstone has announced
she will step down after more than six
years in the role. The charity’s board has
begun the process of recruiting a
replacement, and expected to advertise
the position soon at time of printing.
Announcing her decision, Johnstone
said it will be a big change to leave the
organisation she is “incredibly passionate
about”, but feels the time is right for a new
leader to take Samaritans forward.
alzhEimEr’s rEsEarch uk’s annual
incomE increased 29 per cent to just over
£14.2m last year, according to the charity’s
annual review. Voluntary income
accounted for £13.5m of the total, while
investment activity contributed more than
£578,000. Activities for generating funds
brought in almost £145,428. Expenditure
came in at over £13.5m overall. More than
£9.7m was invested in charitable activity,
including committing £7.6m to 62 new
research projects – the charity’s highest
research investment to date. A further
£1.5m has been designated towards a
network of Drug Discovery Institutes
bringing effective treatments to patients
sooner. Alzheimer’s Research UK has also
provided free information to the public
and health professionals, providing expert
advice about dementia and the latest
advances in research.
law firm rPc has selected st mungo’s
Broadway as its charity of the year for
2015. St Mungo’s Broadway provides
support to homeless and at risk
individuals, and the charity will benefit
from pro bono business and legal advice
from RPC. The law firm will also work with
the charity on a number of fundraising
events, and RPC staff will deliver training to
homeless people as part of the St Mungo’s
Broadway’s basic skills campaign. RPC aims
to raise £25,000 for the charity’s basic
skills programme. RPC managing partner
Jonathan Watmough said St Mungo’s
Broadway was selected as charity of the
year after a rigorous internal consultation.
thE goVErnmEnt should giVE
people more say over their community
assets and greater opportunities to save
them, the communities and local
www.charitytimes.com
N E W S I N B R I E F
1 0
Publishing a report as part of its inquiry on community rights, the committee said the programme has had mixed results since it was introduced two years ago
N E W S I N B R I E F
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government committee has said.
Publishing a report as part of its inquiry
on community rights, the committee
said the programme has had mixed results
since it was introduced two years ago. The
Government was urged to strengthen four
of its Community Rights. The committee
recommended that the community right
to Bid, under which people can nominate
a local asset to be listed as an Asset of
Community Value, be extended. If an ACV
comes up for sale, people can trigger a
six-month pause in the process to allow
them to put together a bid for it. The
committee agreed with submitters that
six months is too short a timeframe, and
recommended the moratorium on sale
be lengthened to nine months. The
Government has already announced the
removal of the right to change the use
of an ACV without planning permission,
which the committee also recommended.
The right to challenge, which enables
communities to bid to take over and run
local services, had the potential to create
conflict, the committee heard. As a result,
it recommended central and local
government look at ways to involve
communities more routinely in the
commissioning and delivery of local
services, not just as a result of using the
Right to Challenge. It was determined the
complexity of the community right to
Build process could result in a barrier to
take up. As a result, the committee
recommended the Government fold the
Right into the larger Neighbourhood
Planning process. The right to reclaim
land could be strengthened by providing
clearer definitions of the type of land local
people can express an interest in, the
committee said.
mErcy shiPs has BEEn sElEctEd as
the 2015 charity partner of worldwide
recruitment solutions. WRS works for
clients and contractors in the oil and gas,
mining, marine, construction, engineering
and power sectors across the globe. Mercy
Ships is an international charity which
operates the world’s largest civilian
hospital ship, the africa mercy, providing
free healthcare services to those living in
developing countries. The partnership
will see WRS attempt to raise £10,000 for
Mercy Ships this year, through initiatives
such as staff taking part in sponsored
races and half-marathons, pub quizzes,
themed office days, and a Blackpool Tower
to the Eiffel Tower cycle challenge. WRS
managing director Mark Brown said the
company is dedicated to giving something
back to the African communities in which
it operates.
Big lottEry fund has announced
an extra £10m for its social investment
readiness programme, Big Potential,
to support organisations that are more
advanced or seeking larger investments.
Grants of up to £150,000 will be available
to voluntary, community, and social
enterprise organisations looking to raise
over £500,000 and win contracts over £1m.
Big Potential launched last February,
providing support and
grants to organisations
looking for repayable
investment of up to
£500,000. The initiative
was tailored for
organisations with a
realistic investment
proposition that can
fund their growth and
development, but are
yet to find the right type
of investment or deal.
The new funding adds
an ‘advanced route’ to
the programme, designed for
organisations who are clear about how
social investment can work for them,
describe a potential deal or interest from
investors, and need help to close the deal.
Big Potential is administered by the social
investment Business in partnership with
locality, charity Bank, social Enterprise
uk and university of northampton, on
behalf of the Big lottery fund.
makE-a-wish uk has announced chief
executive neil Jones is to depart, and
the charity is finalising the appointment
of a replacement. Jones took the role in
October 2004, and the charity said both
income and wishes granted have tripled
over the past decade. Income this year is
expected to reach £7.7m with 1,000
wishes granted. According to charity
commission filings the charity increased
its income in each of the five years to
December 2013, when annual income
was £6.4m.
thE caBinEt officE is providing
£1.2m in grant funding to three charities
contracted to offer services aimed at
taking the pressure off the country’s
busiest accident and emergency
departments. age uk, red cross, and the
royal Voluntary service will put in place
12-week projects in 29 areas. Projects
include in home support to older people
to prevent unnecessary admissions, and
work in casualty to support medical teams
to secure early discharge of patients who
do not need admission. There will also
be support on wards, to secure early
discharge of patients who do not need
a bed for medical reasons.
research should be carried out to determine the public’s views on whether no cold calling signage applies to charities, frsB said, the outcomes of which would inform any alterations to the code of fundraising Practice
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D I A R Y
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To enquire about listing your event here contact the editor at [email protected]
CFG advanCed invesTmenT TraininG17 March 2015Sarasin & Partners, Juxon House,100 St. Paul’s Church Yard
www.cfg.org.uk/events/
enGaGemenT & loyalTy awards 201530 April 2015Millennium Hotel Mayfair, Londonwww.engagementandloyalty.com/
naTional FUndraisinG ConvenTion6 - 8 July 2015Hilton London Metropolenationalfundraisingconvention.org.uk/
ChariTy Times awards7 October 2015Park Plaza, Westminster Bridge, Londonwww.charitytimes.com/awards/
A C E V O S P R I N G H E A LT H A N D S O C I A L C A R E C O N F E R E N C E3 March 201530 Euston Square, London
The three main political parties come together at the ACEVO Health and Social Care Conference 2015 to discuss their plans for the sector and respective visions for health and social care in the UK. Attendees will have the opportunity to hear from high profile speakers and network with delegates from across the sector and Westminster. www.acevo.org.uk/event/spring-health-social-care-conference-2015
L E A D I N G I M PA C T 2 0 1 5 : D R I V I N G E F F E C T I V E C H A N G E24 March 2015 The Foundry, London
This skills-focused event brings the strategic thinking and insights required to put impact at the heart of everything a charity or social enterprise does. Del-egates will learn from top practitioners, and speakers include Charity Com-mission chief executive Paula Sussex, philanthropist and Localgiving founder Marcelle Speller, and Children’s Society chief executive Matthew Reed. leadingimpact.org/
B E T T E R S O C I E T y AWA R D S 2 0 1 5 14 May 2015Millennium Hotel Mayfair, London
The Better Society Awards, held this year for the first time, reward those corporates whose efforts extend beyond commercial success and make valuable contributions to society. Awards are available in more than 20 categories and celebrate environmental excellence, sustainable investing, HR best practice, business ethics, transparency, support for non-profit organisations, and more.www.charitytimes.com/bettersociety/
February 2015Upcoming sector events
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A P P O I N T M E N T S
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l i s a m o r r i s - To m k i n sThe Retired Greyhound Trust has named Lisa Morris-Tomkins chief executive. Morris-Tomkins joins from Greyhound Rescue West of England where she is interim chief executive. She replaces Peter Laurie who is taking up the position of director of operations at Battersea Dogs and Cats Home. Morris-Tomkins previously held senior positions within the charity sector, including director of operations for the Southern Region at the RSPCA.
P e T e r m a s - m o l l i n e d oPeter Mas-Mollinedo has been appointed chief executive of Delete Blood Cancer UK. He takes over management of the blood stem cell donor recruitment charity from Sandra Bothur, the chief operating officer of its sister charity in Germany DKMS. Mas-Mollinedo’s back-ground is in medical communications and publishing. He has worked in the medical, pharmaceutical and service sectors and has run his own business.
To m d av i e s Financial and business adviser Grant Thornton UK LLP has promoted Tom Davies to director in the not-for-profit team. Grant Thornton’s charity and not-for-profit practice sees it work with a diverse range of clients from seven regional locations across the UK. Davies joined the firm two years ago and has been working with charity sector clients for more than 10 years.
a d a m s h awAge UK Cheshire has appointed Adam Shaw as head of Brightlife. The project is the result of the Big Lottery’s Ageing Better Programme – the £5.1m grant that Age UK Cheshire successfully bid for and won in September 2014. Shaw previously spent nine years at Cheshire Fire & Rescue, working on business development partnerships and fundraising. Brightlife launches in April 2015.
b r ya n r o w l e yThe British Polio Fellowship has announced that Peterborough branch chair Bryan Rowley has been elected national chair of trustees. Rowley was the first child member of the charity after being diagnosed with polio in 1935. In addition to his long period of working with The British Polio Fellowship Rowley enjoyed a varied commerce and industry career including running his own business.
a n a n d s h U k l aAnand Shukla has joined the board of the Social Investment Business. Shukla also joins social enterprise Brightside as chief executive from February 2015, departing Family and Childcare Trust. He has advised governments in Westminster, Edinburgh and Cardiff, and led on mergers with the National Association of Family Information Services in 2011, and with Family and Parenting Institute in 2013.
PeopleLatest news of people on the move
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Change for good
The Independent Commission on Local Infrastructure and NAVCA have given
us a thoughtful, in-depth insight into the future of infrastructure in their report Change for Good. It’s an important read, not just for CVSs and other infrastructure bodies, but for the wider civil sector and their supporters, especially local commissioning bodies, funders, local and central government and independent funders, and business.
The challenges to local infrastructure documented in the report will resonate with a wide range of community organisations; austerity, reductions in central and local authority budgets and welfare reforms, combined with rising needs and demand for services, have all hit the sector hard and we all need to look for new ways to serve communities.
The report is on the right track in the clear vision it sets out for the future:
“We see the future role of local infra-structure as a convener and broker, linking people and communities to resources, information and support. Bringing them together in solidarity and mutual support, helping them shape and control local services and offering them a voice. Working generatively and collaboratively within and across geographic boundaries and retaining strong links with the communities it serves.”
The recommendations rightly focus on the need for local infrastructure organisations to be redesigned and creatively resourced to meet the growing challenges facing the sector.
Local infrastructure bodies make a significant contribution to place-shaping by supporting local charities and com-munity groups to bring the voices of the most marginalised communities to the table. They help connect local people to public services and bring the experience, knowledge, and skills to help design and deliver more effective services.
But, as the report points out, more should be done to help communities
seize the opportunities localism creates. There is more scope than ever for communities to take a lead in shaping their neighbourhoods through the Community Rights – the Right to Bid, Right to Build and Right to Challenge – and the Neighbourhood Planning and Our Place programmes. Infrastructure bodies must help people grasp these opportunities to improve their communities by taking over and running assets, helping to design the most appropriate public services and having a say in future development of their neighbourhoods.
The report highlights the role that local infrastructure could have in developing local markets and social enterprise and holds Hackney CVS up as a shining example of an organisation using its
convening power to make the most of the sector’s adaptability. Practical steps like those taken by Hackney CVS ensure that local community organisations can successfully bid for contracts and Locality sees action to ensure equality of opportunity for community groups as a key role for infrastructure bodies.
Community organisations risk being squeezed out of public service delivery unless local infrastructure organisations add their voice to national campaigns, like Locality’s public services campaign, aimed at safeguarding their future.
Peer-to-peer learning - like pilot project BIG Assist, which has so far supported a wide range of learning opportunities to explore new ideas, evaluate risk and potentially save time and money - is a key part of transformation and creating change within the sector, as highlighted in the report. We would support calls for funders to widen their support for peer learning and last year Locality worked with IVAR to carry out research on its power as a method of developing the capacity of the sector. We know that the key to successful peer learning and support is the brokering - matching organisations so they can learn and support each other – and that it is important that local infrastructure bodies are given the opportunity to work with community organisations.
NAVCA has started a really important discussion about the role of local infrastructure and the report provides an important roadmap to dealing with the challenges facing the sector. Crucially, it highlights a number of good practice examples within NAVCA’s membership which provide shining examples of what the future could look like. Despite the challenges, we all need to work together for the common good of our communities.
Tony Armstrong is CEO of Locality
Download the report here: www.navca.org.uk/commission-report
TO N y A R m S T R O N G S Ay S C H A N G e f O R G O O D : R e P O R T O f T H e I N D e P e N D -e N T C O m m I S S I O N O N T H e f u T u R e O f LO C A L I N f R A -S T R u C T u R e P R O V I D e S A N I m P O R TA N T R O A D m A P
T H E R E V I E W
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Transparency is all the rage at the moment. everyone claims they
are doing it. Governments, private firms, and everyone else in between seem to be falling over themselves to declare their work as freely available to scrutiny. Transparency is associated with trustworthiness and a willingness to listen to criticism. It is, it is said, the mark of an institution with nothing to hide.
The charity sector is no different. It is moving in this very same direction, but for some it should be moving more quickly. Transparency Begins at Home from the think tank the Centre for Policy Studies presents one such view. They want charities to be more transparent about the money they receive from public sources. Considering the political predispositions of CPS - they were margaret Thatcher’s baby - it is not surprising that they have chosen to tackle public money going into the charity sector. for them, it is a symbol of a bloated state with too much money sloshing in the wrong direction. Their conclusions may be even less surprising, but that is not to say the publication does not bear analysis. Indeed it is interesting because it neglects a fundamental idea: what a charity does is far more important than how it receives the money to do it. And in focusing on where a charity’s money comes from at the exclusion of the impact of its work, the report actually runs counter to the ideology on which it rests.
The arguments presented in the report fall into three areas. first, transparency for the sake of democratic accountability. If taxpayers are indirectly financing the charity sector, they should be able to know where that money is going. Second, transparency for the sake of the charity sector itself. If charities are too reliant on public funds, they become vulnerable to political decision-making. Third, transparency for the sake of definition. A charity that is reliant on public sources of funding is in danger of blurring the line between public and private.
It is implied that this is a negative characteristic of how the third sector is developing; why this is thought to be so is less clear.
The report argues that, at present, charities are not open enough about the amount of funding they receive from public sources. While this is credited to a lack of clarity in the guidance as to how charities report their accounts, rather than through any deliberate wrong-doing, there is the underlying insinuation that some charities are taking advantage of the confusion to not be as clear as they could be. They suggest that there is a potential £3.4 billion of public funding unrecorded as such going into the charity sector as a result of this ambiguity.
Of course, all public money is not equal. The report entirely neglects the fact that, in many cases, in order for charities to have received this public funding for their services, they will have had to compete with other organisations, private and otherwise, for a contract rather than a grant. To represent the situation as ‘charities in receipt of public funds’, as though this money is a hand-out or unsolicited donation, is to be disingenuous.
This disingenuousness is interesting in and of itself. We hear incessantly from many sound commentators on both the right and left of the spectrum that what matters is not who delivers or who pays for a service, but the quality of the ultimate outcome for service users. Those who clamour the loudest for this argument are often those who are pro-privatisation,
pro-competition. The CPS would place themselves squarely in that category. yet that they do not do so when it comes to charities represents a blind spot in their thinking, motivated purely by a political predisposition for the disapproval of public funding. What’s good for the goose is not good for the gander. Judge private companies by results, but micromanage charities into revealing where their funding is coming from to a fine-grained local level. The results of charitable work, according to their view, are secondary.
If charities want to maintain the trust and support of their donors, they need to be transparent, certainly– but the transparency that really matters is about the impact they are delivering. The rest is secondary. And until we make that case loudly and unequivocally, charities will continue to be treated by the right as the poor misguided cousins of big business.
Emily Wymer is a policy researcher with Acevo
Access the CPS report here: www.cps.org.uk/publications/reports/transparency-begins-at-home/
E m I ly W y m E R a R g u E s T H aT
T R a n s pa R E n c y I s I m p o R Ta n T
f o R c H a R I T I E s , b u T T H E
T R a n s pa R E n c y T H aT R E a l ly
m aT T E R s I s a b o u T T H E
I m pac T T H E y a R E d E l I V E R I n g
Transparency begins at home
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T H E R E V I E W T H E R E V I E W
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The National Audit Office’s recent follow
up report on the Charity Commission
was accompanied by some grand claims:
that the Commission is ‘transforming’ itself
and becoming a ‘robust and effective’
regulator. But what’s really going on here?
In the wake of the Cup Trust scandal
there has been a kind of puppet show
played out between the Commission’s
leadership, politicians, the media, and
other institutions such as the NAO. There
has been plenty of stomping and shouting,
but also a distinct sense that those pulling
the strings aren’t fully aware of the real
audience. Some crucial issues have also
been written out of the script.
Charity law can be complex and obscure.
The population being regulated is also
hugely diverse. The Commission’s role in
interpreting the law and explaining it to
charities is fundamental, not least because
trustees have a legal duty to understand
and abide by Commission guidance.
Any functioning regulatory system needs
to enable trustees to follow the rules and
get things right in the first place.
Despite this, the role of guidance and the
public register of charities in the context of
‘regulatory effectiveness’ were excluded
from the NAO’s analysis. Hence their
top-line judgements that the Commission
was ‘not regulating effectively’ and was ‘not
delivering value for money’ are for me just
not valid on the evidence provided. The
Commission does need to protect public
trust and confidence in charity, and take
strong enforcement action where
necessary. But prevention is not only better
than cure; it’s really the only effective,
long-term cure.
But the NAO’s report does raise some
notable points. It illustrates the Commission’s
‘new’ risk-based approach in its revised
business strategy, and says this indicates
progress in the right direction. But the
Commission has had some version of a
risk-based approach for years, including
during the period now being judged as a
failure. I wonder how new the ‘new’ approach
is going to be. It’s always been a compro-
mise between too much regulatory
responsibility and too few resources – which
begs the question of what’s realistic. Could
‘effective regulation’ actually mean sending
compliance officers out to inspect and audit
every charity on an annual basis? Perhaps
– but that would need a budget of £200
million not £20 million. That’s not an option.
The NAO also examines information
exchange and cooperation with other
regulators and agencies, noting that
recently the Commission has been
submitting three times as much infor-
mation to HMRC as it receives. I think this
problem partly stems from a lack of clarity
about the Commission’s responsibilities.
The draft Protection of Charities Bill is
seen as part of the solution; it increases
the Commission’s powers in certain
areas but I doubt more laws will improve
matters. The Commission simply does
not have the clout in Whitehall to bang
heads where other agencies are failing
to coordinate or prioritise regulatory
problems involving charities.
The Commission has implemented many
changes to ‘first contact’ over recent years,
and the NAO notes that the ‘Commission
has successfully reduced the volume of
telephone calls, emails and letters’. But
what is the impact on regulatory
effectiveness? Are there fewer contacts
because the Commission’s guidance is
now so clear and accessible that trustees
don’t need clarification? (doubt it). Or are
trustees not getting the help they need
because the helpline has been halved to
15 hours a week, and hence are at greater
risk of making mistakes? (more likely).
The NAO shows how the Commission is
well behind its targets on the time taken
to register medium and high-risk cases,
which appear to be due to staffing
problems and restructuring. Registration is
surely another area where regulatory
effectiveness comes into play, because it is
where charitable status is formally
assessed and stamped with the
imprimatur of a registration number.
Decisions taken at that stage may have
repercussions later. The more time taken to
register an organisation, the more time
before its activity is formally regulated.
These matters are playing understudy in
the puppet show about the Commission’s
new ‘robust’ approach, but they should be
centre stage. Enforcement is important, but
the Commission must be able to dedicate
resources and effort to improving other vital
functions to effectively regulate in the future.
Jay Kennedy is director of policy and
research at the DSC
Access the NAO’s report here:
http://bit.ly/1EVCZEt
NAO follow up on the Charity Commission
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N AO ’ S R E C E N T f O l lO W - u P
R E P O R T O N T H E C H A R I T y
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N OTA B l E P O I N TS , B u T S AyS
T H E R E A R E S O M E I M P O R TA N T
g A P S I N T H E A N A lyS I S
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In the 2011 plain English guide to the
localism Act the then Minister of State
for Decentralisation, greg Clark MP,
promised the new Community Rights
would “achieve a substantial and lasting
shift in power away from central govern-
ment and towards local people” and that
they were the “essence of the Big Society”.
A recent Communities and local
government (Clg) Select Committee
inquiry looked at how successful the
Rights have been. It considered the four
Community Rights: to Bid to Build, to
Challenge and to Reclaim land. for each,
it was particularly interested in the level
of awareness, how much it had been used,
and possible improvements.
Overall the Committee found the rights
have had “mixed results”, no surprise to
anyone with any knowledge of
Community Rights. Nevertheless, the
report is balanced, thoughtful and makes
a valuable contribution to the debate.
The Committee found the Right to
Bid, which allows community groups to
nominate a building or land for listing as
an Asset of Community Value (ACV), is
the most widely used. Campaigns to save
community pubs account for nearly a third
of all ACVs. Currently if an ACV comes up
for sale, there is a six-month pause in the
process to allow a community group to
put a bid together This is often not
enough time and many will welcome
the committee’s recommendation to
increase this to nine months.
The Committee can already claim a
success. The government has announced
it will remove an owner’s right to change
the use of an ACV without planning
permission as the report recommends.
This is to stop communities waking up to
see pubs have become shops overnight
despite being listed as an ACV.
The Committee is less positive about
the Community Right to Challenge,
which allows a local community group
to formally express an interest in taking
over a local authority service it believes
can be better delivered externally. The
report says although the right was often
used to start a conversation, community
groups have not taken it up “in significant
numbers”. The Committee calls for more to
be done to understand how groups are
making use of the right. However, as it
points out, no-one keeps this information,
not even from groups who have received
funded assistance. The Committee
confirms NAVCA’s long-held view that the
right is too confrontational and does little
to small local groups, simply by opening
up a bidding process that favours larger
(often private sector) service providers.
The Committee appears underwhelmed
by the Community Right to Build and
Right to Reclaim land. They found the
Right to Build, intended to empower
communities to bypass usual planning
processes for local developments, was not
a popular way of starting a community–
led housing project as it was “complicated,
adversarial and risky”. They suggest a
stronger link between exercising the
right and accessing capital funding
might make a real difference in uptake.
The Committee found use of the
Community Right to Reclaim land is even
lower. This aims to help communities
target unused or under-used land.
Although if successful, land is sold on
the open market rather than reserved
for community use. They recommend a
clearer definition of the type of land that
can be considered by the right and more
information made available about what
land is held by public bodies.
finally, the report looks at future
community engagement and specifically
how to improve public awareness of the
rights. It suggests modifying the rights
is important to increase their relevance
and therefore public awareness. It calls
for more community based support
and investment in community groups’
capacity, particularly in deprived areas.
NAVCA has been involved in promoting
these rights from the beginning. This
report sums up the frustrations we feel
about them.
Despite promising much, and at
times producing real results, overall
they have not made a real difference for
communities. This is partly because they
are hard to understand and partly because
they have not been designed from the
community perspective. It seems their
biggest success is the number of pubs
saved for communities. Whilst this is no
small beer, should this really be the limit
of our ambitions for Community Rights?
Neil Cleeveley is chief executive of
NAVCA
Access the report here:
http://bit.ly/1zv0bBt
Clg review of Community Rights
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CO M M u N I T I E S A N D lO C A l
g O V E R N M E N T CO M M I T T E E
R E P O R T O N CO M M u N I T y
R I g H TS I S A B A l A N C E D
A N D T H O u g H T f u l CO N T R I -
B u T I O N TO T H E D E B AT E
C O L U M N
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With the evolution of digital giving
channels and social media
changing the way that we communicate,
it is all too easy for charities to overlook
one of the most significant and
opportune income streams available.
Legacies may be one of the oldest and
most traditional forms of fundraising,
but it is also one of the most vibrant
and growing markets. Charities are
changing their approach to legacy
fundraising, with the ability to utilise
new media techniques to reach out to
socially engaged, potential legacy donors.
More charities are embarking on legacy
fundraising campaigns and this collective
movement is raising awareness amongst
the giving public.
The number of people in the UK
considering giving to charity in their Will
is at its highest level since 2010, rising
from 12% to 17% in 2014 . When you
consider that the average legacy gift
ranges from £2,000 for pecuniary gifts
to £40,000 for residual bequests, the income on charities’ bottom
lines could be hugely significant.
The charity legacy marketplace has quadrupled over the past
25 years to £2.16 billion, according to Legacy Foresight, who
predicts that it will have grown to £2.4 billion in 2017. The UK is
not alone, many nations are reporting growth in legacies.
What is behind the forecast for growth? The economy is
growing, albeit slower than anticipated, and, with a higher
population, death rates are likely to rise too, leading to more
legacy income. The baby boomer generation is well financed
and brings great potential to legacy income.
At the same time, the wealth and charitable nature of baby
boomers is understandably impacted by the changing financial
environment. The cost of living is higher and many grandparents
are financially supporting the younger generation in contributing
towards university fees and to help them join the housing market.
This poses a challenge for charities to make more noise about
legacies and to market their organisation even more effectively.
More good news is that solicitors and Will writers are
increasingly prompting clients about the option of leaving a
charitable legacy. In a recent study , 65% of professional advisers
involved in the Will writing process ‘always or sometimes’ make
the charitable prompt, which can treble
the number of charitable Wills made.
The public is more socially aware and
driven, informed about charitable causes
and of the charities that combat them.
Most importantly, they are increasingly
willing to give in this way. People want to
enjoy their retirement, but they also want
to be remembered for the things that
matter to them and their better deeds.
Legacy growth is partly driven by
a wealthier, socially responsible and
charitable generation, but it is the charity
sector that enables and encourages
the transition to a legacy-conscious
public. Charities large and small are
reporting campaign successes, from the
internationally-recognised V&A Museum
to the Bluebell Railway Preservation
Society. But the full potential of legacy
fundraising is far from being met.
As a sector we need to work harder
and be smarter than ever to get
the legacy message out, to build an
emotional connection with prospective
donors and to be absolutely clear that
people can leave a charitable donation
while also supporting their families and friends.
Competition is rife, with so many charities marketing legacy
giving and so many causes needing support. It is by no means
easy, but we are at the heart of a culture change.
There may be more charities to choose from, but there are more
donors and more communication channels to reach them. Now
is the time to act and develop legacy marketing plans if your
organisation is to benefit. We need to work together on raising
awareness of legacy giving, to create greater impact, make better
use of resources and grow our pool of income.
Growing the legacy market relies on long term planning and
collaboration. It may take years - decades even - to recognise the
full value that a legacy fundraising campaign has brought to a
charity. But, we cannot be short-sighted and above all we must
continue to make noise about legacy giving.
Bucket challenges may come and go, but legacies continue to
be the sector’s most significant single source of voluntary income.
Rob Cope is director of Remember A Charity, a consortium
of more than 150 charities working together to make gifts
in Wills the social norm
www.rememberacharity.org.uk
Legacy giving
www.charitytimes.com
Fundraising
R o B Co P e says charities should
work to develop legacy market-
ing plans, but be aware that
growing the market will require
long term planning and collabo-
ration
over the last decade and a half much
has been written about, and much
money spent on, ‘capacity-building’
charities so that they may make more
impact on beneficiaries. Almost without
exception, this has focused primarily on
helping organisations grow in scale,
reaching more people and operating in
more locations. Size, or lack of it, is agreed
to be what holds charities back. But what
if it’s not just size, but also - perhaps even
primarily - performance? A charity should
exist to be as effective as it possibly can be
in tackling its chosen social problem – and
yet expertise and resource is lacking in
precisely this area: the reliable production
of meaningful social outcomes.
A new report, jointly published by
Impetus – The Private equity Foundation
(Impetus-PeF) in the UK, Social
Investment Lab in Portugal, and Think
Impact in Australia, demonstrates how
crucial social performance analysts are for
organisations who aim to deliver
outcomes which transform lives. Without a top-down commitment
to using data to drive performance management and decision-
making, and a dedicated performance analyst to make this a
reality, organisations will struggle to operate programmes which
produce outcomes for the majority of beneficiaries.
Delivering the Promise of Social outcomes: the Role of the
Performance Analyst is an international collection of case studies
featuring people who have successfully applied social service data
to help executives make decisions, managers support their staff
and – importantly – enable service delivery staff to improve the
lives of their clients. The report features UK based organisations
who are leading the way in effective performance management
systems including CHAIN UK, St Giles Trust UK and Social
enterprise Northwest.
Written by Sydney-based social impact analyst emma
Tomkinson, the report argues for greater investment in back
office capabilities, contradicting one view that administrative
spending should be pared to the minimum in social programmes.
Tomkinson said she initially set out to discover what made
a perfect case management IT system. But as her interviews
progressed, it became apparent that a key to successful social
service organisations were the relationships between its
performance analysts and service
delivery staff.
Three important new trends, each of
which has made investing in performance
management systems and their analysts
a mission critical priority. First: outcome
based contracts, where service delivery
organisations are paid on the basis of the
social outcomes they achieve, are
proliferating. Second: the increasing
popularity of social impact bonds, where
investor returns are dependent on the
social outcomes achieved by the
programmes. Third: the idea of ‘collective
impact’ which is rapidly gaining traction
and which requires organisations
collaborate to deliver social outcomes.
This type of capacity building - the
capacity to deliver meaningful social
outcomes reliably and effectively - was
championed up by a working group
I chaired for the UK Advisory Board to
the G8 Social Impact Investing Taskforce.
At Impetus-PeF we focus on exactly
this with our Driving Impact model. We
help the organisations we support to
develop, operationalise, and test
performance management systems which allow them to modify
delivery in real time, ensuring that far more beneficiaries get to
the desired outcome. Performance management analysis is crucial
to sustainable success, and we are finding that a growing number
of investors, funders, and charities agree.
As a charity committed to transforming the lives of young people
from disadvantaged backgrounds, we find the most promising
charities and social enterprises working with these children and
young people. over time, and through a combination of manage-
ment support, pro-bono expertise, and strategic funding, we help
them become highly effective organisations that transform lives.
only then do we help them expand significantly so as to
dramatically increase the number of young people they serve.
This report has great potential to encourage performance
analysts to recognise, discuss, and disseminate the valuable results
of their work. I hope it will inspire Ceos and boards to take seriously,
and invest in, performance management. The work of the analyst
is special and specialised, and it represents a commitment to
accountability and impact which should be central to any social
organisation - from the boardroom to the frontline.
Daniela Barone Soares is CEO, Impetus - PEF
C o L U M N
1 9
Impact
Performance analysis
D A N I e L A B A R o N e S oA R e S
draws on new research, arguing
dedicated performance analysts
can make a big impact on
a charity’s effectiveness
www.charitytimes.com
2 0
How can we make sure politicians
get it right, next time? In a report
published by Civil Exchange in January,
and a seminar with civil society leaders
on the same day, we looked at what
happened and considered ‘What would
make a ‘good Big Society’?’ There are
some hard lessons here not just for
politicians but also for the voluntary
and private sectors.
The Big Society has failed to deliver
on its promises - that’s the key conclusion
of Whose Society? The Final Big Society
Audit. Attempts to create more social
action, to empower communities and
to open up public services, have failed,
with some positive exceptions. The Big
Society has not reached those who
need it most. We are more divided
than before.
The title of the report reflects the
overarching reason for that failure.
A genuine Big Society would be owned
by wider civil society, actively involving
those with least power and influence
now, and would be taken forward
collaboratively by a state that sees its
role as enabling, not in the driving seat.
The original ambition was to transfer
power, if you look at what was said. David
Cameron, launching the initiative in 2010,
said “today is the start of a deep, serious
reform agenda to take power away from
politicians and give it to people.’ Today,
references to the Big Society have been
largely erased from the Government’s
website. The Prime Minister no longer
talks about his big project, though
individual initiatives, like the National
Citizen Service or Big Society Capital,
testify to the genuine effort the
Government has put in to making it work.
This isn’t just a failure by this
Government. The Big Society has David
Cameron’s personal stamp on it but its
ideas can be traced back to Tony Blair’s
Third Way, which sought to unlock
potential within society beyond the
state and the markets. The Prime
Minister who promised “to empower
communities and citizens and ensure
that power is more fairly distributed
across the whole of our society” was
Gordon Brown in the White Paper,
Communities in Control: real people,
real power. Numerous Labour Government
initiatives were re-launched by this
Government under a different name,
with almost identical goals: community
empowerment, opening
up public services and stimulating
social action.
It seems the Big Society, though,
has gone underground - but it is not
going away. The Labour Party has its
One Nation project and commitment
to “people powered services.” Last year,
Jon Cruddas and Lisa Nandy jointly
published an article in the New Statesman
under the title, Only Labour Can Build the
Big Society. The new Civil Society Minister,
Rob Wilson, speaking in January at a
Centre for Social Justice event, talked of
the Government’s “clear vision for a bigger,
stronger society,” struggling it seems to
describe the Big Society without actually
using the toxic phrase, but still committed
to its purpose.
There are good reasons for the Big
Society to be reinvented. Politicians
here, and indeed in other countries,
are pursuing this agenda because they
know that people expect more control;
governments can only deliver more
with less with the help of wider society;
and a flagging democracy can only be
revitalised by sharing more power.
Next time
What would politicians need to do next
time to get this right? The commitments
are made but they keep repeating the
same mistakes.
First, the next Government should
carry out a public review of current public
sector commissioning and contracting
to establish the relative cost-benefits
of existing contracts and new ways of
promoting collaboration and removing
biases against locally-based and voluntary
organisations.
We need to look beyond the market-
based, public sector management model
that has dominated the thinking of
successive governments and focus on
delivering social value. The current model
has not closed the educational attainment
gaps and health inequalities between
rich and poor. But it has delivered major
contract failures to deliver for those who
most need support, for example, through
the Work Programme and ATOS’ Work
Capability Assessment. It has also delivered
a ‘race to the bottom’ on contract price,
B I G S O C I E T Y A N A L Y S I S
C A R O L I N E S LO CO C k
S u M S u P T H E R E S u LTS
O F T H E F I N A L B I G S O C I E T Y
Au D I T, A N D H I G H L I G H TS
T H E L E S S O N S T H AT
M u S T B E L E A R N E D I F
A G E N u I N E T R A N S F E R O F
P O W E R F R O M S TAT E TO
CO M M u N I T Y I S TO B E
AC H I E v E D I N F u T u R E
What would make a ‘good Big Society’?
www.charitytimes.com
2 1
B I G S O C I E T Y A N A L Y S I S
most notably in social care, and led
to the dominance of large private
sector ‘quasi-monopoly’ providers in
public sector outsourcing, which lack
transparency and accountability.
A model of collaboration, rather than
competition, would mobilise wider social
forces to deliver outcomes, such as better
health, which the state alone cannot
deliver or purchase through a contract.
That would, ultimately, be better value
for money.
Second, the next Government must
share and devolve more power. There
have been positive examples of
communities taking more control and
redesigning services under the Big Society.
But real power has not been transferred
on any scale. Only 34 per cent of people
now feel they can influence decisions in
their local area – lower than every year
since 2001. Public services are still marked
by a defensive, closed culture, despite
attempts to increase responsiveness and
accountability. Co-design is talked about
but not delivered. England still has one
of the most centralised political systems
in the world.
Greater devolution creates an
opportunity for a new kind of collaborative
government. But this is
a major culture change
and the next Government
needs to invest in it, not just
promise it.
Third, targeting is needed.
The least affluent in society
have the least power and
it is upon them that cuts in
public services have also
fallen disproportionately
and where failures in public
services cause the most
damage. The voluntary sector
provides critical social infrastructure but
government initiatives to encourage new
sources of funding for voluntary sector
organisations are not currently filling the
major void left by disproportionate cuts
in state funding – particularly for smaller
voluntary organisations, working in areas
such as social services and employment,
often with disadvantaged groups in
disadvantaged areas.
Fourth, collaboration with civil society
- the voluntary sector, faith groups, trade
unions, businesses - is needed. The next
Government should set up a civil society-
led Commission to advise on how best
to deploy social resources to create a
stronger, fairer society and create formal
mechanisms for ongoing dialogue. Sadly,
the Big Society leaves the voluntary sector
not strengthened but weakened. The
independent voice of the sector, which
has the power to help express the needs
of marginalised groups and help recast
public services, has been threatened.
Finally, the next Government should
hold a summit on the role of the private
sector, involving business and voluntary
sector leaders, using this as the start of
a major initiative to consider how the
private sector can contribute better
to social goals. Social finance may be
welcome but levels of corporate giving
have not increased to replace shrinking
state funding for the voluntary sector.
At the same time, there have been high
profile cases of tax avoidance and poor
performance in the delivery of public
services amongst some multi-nationals.
Lessons for the voluntary sector
There is a need for a different kind of
conversation between the voluntary,
public and private sectors that results in
real, systemic change and disempowered
people getting a stronger voice. This is
not just about better dialogue between
existing institutions. People need to
step outside their institutional box.
But that requires exceptional leadership,
not just amongst politicians, but across
the voluntary, private and public sectors.
At the seminar that marked the launch
of our report, one person said that too
much of the voluntary sector’s response
to the Big Society had been about the
needs of existing institutions rather than
starting from the needs of people - and
there were many nods in the room.
Politicians and the voluntary and private
sectors must learn the lessons from the
‘Big Society’ if, next time, we are to end
up really creating a stronger, less divided
society together.
Caroline Slocock is the director of
Civil Exchange and principal author
of Whose Society? The Final Big
Society Audit.
Find the Big Society audit here:
www.civilexchange.org.uk/whose-
society-the-final-big-society-audit
www.charitytimes.com
A model of collaboration, rather than competition, would mobilise wider social forces to deliver out-comes, such as better health, which the state alone cannot deliver or purchase through a contract
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T H E C H A R I T Y T I M E S I N T E R V I E W
When Sue Davie joined Meningitis Trust from the private
sector in 2002, it was the fulfilment of an ambition to work
in civil society before the age of 40.
Elevated to chief executive from finance director in 2007, Davie
has since overseen the 2013 merger with Meningitis UK which
resulted in the new organisation - Meningitis Now. The merged
organisation went on to formulate and implement a five-year
strategy which has seen it notch some major achievements.
Davie says the charity exists to save lives and rebuild futures.
With a disease as complex as meningitis, this can mean a lot of
things and Meningitis Now’s work necessarily changes over time
as a result.
Education, research, and a wide range of support services for
those affected by meningitis all fall within the charity’s brief.
Most recently it has been pursuing a campaign to persuade
the Government to make a meningitis B vaccine available for free
to all new born babies.
The campaign saw the charity win Campaigning Team of the
Year at the 2014 Charity Times Awards, but it is yet to achieve its
final goal (at press time the vaccine had been approved subject
to agreement of cost effective pricing) and Meningitis Now
continues to push the issue.
Scale
Stroud-based Meningitis Now employs about 60 staff, and calls
upon the support of around 500 volunteers. Almost completely
reliant on donations for its income, Meningitis Now raised just
under £3.4m in the year to March 2014.
Asked what the key challenge facing the organisation is, Davie
is quick to name shoring up income as one of the top items on the
agenda. The charity relies on donations for all of its funding, and
Davie says this makes life difficult in the current environment as
local authority contracts dry up and more organisations move
into the fundraising space.
“I don’t shy away from saying, ‘yes it’s tough’. It’s tough for the
small to mid-size charities of which we’re one,” Davie says. “Being
dependent on voluntary donations, so much of it is about
relationships. Whether that be big corporate type relationships or
whether it’s with someone who’s giving you two or three pounds
a month.”
And it is not getting any easier. In a common sector refrain,
Davie says the austere age in which we live has made it harder
to raise the funds necessary to continue providing Meningitis
Now’s services.
But it is not just the difficult times that create challenges for
M E N I N G I T I S N o W H A S A D j U S T E D To
l I f E A f T E R M E R G E R , A N D H A S TA K E N
o N N E W WAYS o f W o R K I N G I N
R E S p o N S E To f E E D B AC K I T S o U G H T
f R o M I TS Co M M U N I T Y. T H I S f E E D B AC K
pA R T lY R E S U lT E D I N T H E C H A R I T Y
U N D E R TA K I N G M o R E C A M pA I G N I N G
AC T I V I T Y, f o R W H I C H I T W o N A N
AWA R D l A S T Y E A R . M AT T R I TC H I E
S p o K E To C H I E f E x E C U T I V E S U E D AV I E
A B o U T T H E C H A R I T Y ’ S AC H I E V E M E N TS
A N D G oA l S
Building relationships
Profile: Sue Davie
www.charitytimes.com 2 5
T H E C H A R I T Y T I M E S I N T E R V I E W
Meningitis Now. Davie says the nature of the organisation’s
purpose makes it a harder sell than some of the bigger
health charities.
“The added challenge for us is we’re a single disease charity
where the ultimate goal is to put ourselves out of business.
Meningitis is far more complex than I ever knew before I joined,
where there’s multiple types and every time we’re successful in
getting a vaccine developed or introduced people think the
problem’s sorted; but that’s actually just one type of disease,”
Davie says. “You say ‘meningitis’ to most people and they get
that because it’s scary. As soon as you start talking about
meningococcal, pneumococcal that’s it - you’ve lost the
general public.”
Relationships
But Davie is not deterred by the challenges facing the charity,
Meningitis Now has been thinking outside the box since its
strategic review almost five years ago.
Meningitis Now values the relationships and networks it has
been able to build, and leverages them to help it achieve its goals.
The charity launched its Brighter futures partnership programme
in December, offering corporates a range of different levels of
involvement with the charity.
“It’s an engaged partnership
so it isn’t just about the money
– it’s also about corporates
helping us to raise awareness
and using their contacts,” Davie
says. “It’s a way of enabling
organisations to truly engage
on a partnership basis. So, how can we benefit their business while
at the same time they’re benefitting our charity? Shared skills,
opportunities to get exposed to other people, us developing
a network – that kind of thing.”
Conventional ‘charity of the year’ type partnerships are unlikely
to work for Meningitis Now, Davie says, as when arrangements
like that are put to a staff vote they tend to go to larger charities
representing more high profile causes.
Also, the Brighter futures partnerships are in line with
Meningitis Now’s scale, and can be a good fit with its nationwide
community-level approach.
“Because we’ve got a community team around the country this
works for a smaller local business as well. It’s not a case of ‘here’s
the list of the big national corporates’; it’s about people engaging
at community level,” Davie says.
The value placed on relationships extends to communicating
with other charities. Davie says Meningitis Now looks at where
other organisations have enjoyed success and seeks to learn from
them, and is happy to work with other charities where there is
“a benefit to the people we exist for”.
“I think there’s a real caution from charities about doing that,”
Davie says. “There’s this wariness. At the end of the day we do all
compete for the pound, but there are some things we can help
each other on which truly are not competitive.”
Campaign
partnerships and networks are a recurring theme when talking to
Davie about Meningitis Now’s work. And these elements were to
the fore in the charity’s award-winning campaign for introduction
of the meningitis B vaccine.
The focus on campaigning was one result of the charity’s
five-year strategy.
“We went out to families and supporters and the big thing that
they felt we weren’t doing that we should be was campaigning.”
The charity is committed to pushing for the introduction of
licensed vaccines as soon as they become available. When a
vaccine for meningitis B, the biggest infectious killer of under-
fives, was licensed for use in Europe in 2013 Meningitis Now
began the push for the Government to buy it and make it freely
available for all newborns.
The campaign involved regional and national placement of
case studies, alongside a
digital campaign using
shareable content, powerful
images, infographics, video
updates, and Thunderclaps.
The charity focussed on key
milestones in the government
decision-making process, held
three Westminster events, and met with the Secretary of State for
Health, Shadow Ministers, lords and Special Advisors.
It has been Meningitis Now’s first major campaign, and has seen
the charity learn a lot along the way. Davie says one of the key
things the organisation has taken out of the process so far is the
power of social media, in particular for a charity that cannot call
on a large budget.
“The ability for an organisation such as ours to garner support
via social media - it’s such a cost effective way to do it,” Davie says.
“We’ve only had a positive experience with social media. The
power of having people support you whether it be to retweet
messages or share things is significant.
“That has let us reach a much bigger audience than we would
ever have hoped to.”
Naturally there was a significant public affairs component to
the campaign, something that was also a learning curve for
Meningitis Now. Ensuring the charity built support across the
political spectrum was a key element, as was striking the balance
between maintaining regular contact without harassing Mps.
T H E C H A R I T Y T I M E S I N T E R V I E W
www.charitytimes.com2 6
“We’ve only had a positive experience with social media. The power of having people support you whether it be to retweet messages or share things is significant”
T H E C H A R I T Y T I M E S I N T E R V I E W
“for us it doesn’t matter which party is in power. The colour of
politics doesn’t make any difference to something like this,” Davie
says. “Building relationships across politics demonstrates that
party politics doesn’t matter, and also ensures Meningitis Now’s
voice is heard across them all.”
politicians were provided with useful materials including draft
press releases, which resulted in exposure throughout
constituencies alongside the national impact of social media.
Apart from some invaluable pro-bono support from pR agency
just::Health, the charity did all of the work on the campaign itself.
“one of the biggest things is belief in what you’re campaigning
for. Most of it is common sense. We’ve been approached by lots of
public affairs agencies wanting to work with us, but they’re not
saying anything that we haven’t tried or got. That to me is
therefore not the right use of our funds.”
The lobbying Act is of course a consideration when dealing
with campaigns that reach the world of politics. And, in an
election where health issues are a particularly hot topic a charity
could see an opportunity to increase exposure through
politicising the issue.
However, Davie says this would be counterproductive and in
any case the non-partisan nature of the cause means Meningitis
Now is in little danger of falling foul of the legislation.
“I could go to town, and go to Andy Burnham and arm him with
a whole lot of party political stuff and play a political game, but
actually that’s not going to help. Is it the lobbying Act that’s
stopping me, or the sense that that’s not what’s right for the
campaign? probably the latter, but you’re conscious of the former.”
The sector
Now around 13 years into her charity career, Davie is in no doubt
as to whether she made the right move in leaving the private sec-
tor. She was the first employee at what was then Meningitis Trust
to join from the private sector.
“This is the only charity I’ve ever worked for – I didn’t
have any expectation when I joined and I didn’t know if
it would work for me or the charity.”
There are a variety of ways in which civil society
differs from the private sphere, but Davie dismisses any
suggestion that there is less pressure in working for a
charity.
“The stresses are almost more for me in the role I’m in now than
they ever were in the commercial sector because it feels personal.
If I don’t make sure we do what we should be doing and are there
for people it feels like I’m letting people down.”
Dedication to those who benefit from the charity is
demonstrated by how frequently Davie talks about “the people
we exist for”. But the ‘people’ focus extends to the operation of the
charity itself. Indeed, the opportunity to develop people was one
of the things that attracted Davie to the sector.
Davie says it is now a very different organisation to the one she
originally joined, but it will continue to improve. Whilst the charity
aims to “put itself out of business”, even if vaccines could be
developed and rolled out for all types of meningitis, the
organisation wants to always be there for those who have
suffered with the illness.
Next year will be a special one for the charity, as it celebrates its
30th anniversary. It will also be an important period as Meningitis
Now reaches out to its supporters and service users to get the
feedback that will shape its strategy and outlook for the next five
years.
Davie says the charity is committed to ensuring it changes with
people’s needs. And there is the sense she will enjoy the job of
driving it along.
“I was lucky, I was part of the Dixons stores group and part of
the team that set up freeserve, the first free ISp. I was on that real
bubble of creating some of that internet demand in the UK so it
was very exciting times, huge opportunities.
“I look back on that and think ‘that was amazing and I’m really
glad I was part of it’, but I still didn’t get the personal return from
it that I do now.”
www.meningitisnow.org
“Building relationships across politics demonstrates that party politics doesn’t matter, and also ensures Meningitis Now’s voice is heard across them all”
www.charitytimes.com 2 7
www.charitytimes.com2 8
C A M P A I G N I N G
The passing of the Lobbying Act
is set to make this year’s general election
one of the toughest yet for charity
campaigners to navigate.
The Transparency of Lobbying,
Non-party Campaigning and Trade Union
Administration Act 2014, to give the Act
its full title, became law last January and
places a raft of new regulations on the
way charities campaign around general
elections.
From September 2014 to the general
election on May 7 charities spending more
than £20,000 in England, or £10,000 or
more in other parts of the UK, on activities
that can “reasonably be regarded as
intended to influence voters to vote for or
against political parties” must register with
the Electoral Commission as non-party
campaigners.
Once registered charities must submit
details of their campaign spending and
activity to the Commission. Those that
meet the Act’s financial threshold and fail
Life after the Lobbying act
The Lobbying Act passed last year despite vociferous opposition from the charity sector. Halfway through the regulated period in the run up to the general election, Joe Lepper looks at how charities are approaching campaigning under the new regime
C A M P A I G N I N G
2 9www.charitytimes.com
to register run the risk of legal action if a
complaint is made that their campaigns
intend to influence voters.
The Act has been widely condemned
among the charity sector, with ACEVO and
others calling for it to be repealed. The
Labour Party is the only major political
party to back its axing, although the Lib
Dems and Conservatives have pledged
to review it after the general election.
A key concern in the sector is it will
create a chilling effect, with charities
putting campaigns on ice for fear of
flouting the Act. Another concern is
it places an extra financial burden on
charities in terms of legal advice and
staff training.
Alison Talbot, a partner in law firm
Blake Morgan’s charity team, says evidence
is already emerging that charities are
shelving campaigns due to the Act.
She says: “A few of our charity clients
have put a moratorium on any new
campaigns, any contact and links with
MPs and anything that could be seen
as political.”
But are these charities being over
cautious? Simon Francis, vice chair of the
Public Relations Consultancy Association
(PRCA) charity group and director of
Claremont PR believes so.
“The advice the PRCA gives is not to
be cowered by the Act’s complexity and
to keep calm and keep campaigning. If a
charity can prove its campaigning is part
of its long term goals and is not political
then they should have nothing to worry
about,” he says.
Advice Francis gives charities to
minimise the risk of prosecution under
the Act is keep good records of campaign
costs and any contact with politicians.
“A lot of well run charities do that
anyway as they would always want to
know the time and costs involved of
a team being involved in a particular
campaign,” he adds.
Such evidence gathering could prove
vital in a climate of increasing political
opposition to charity campaigning, says
ACEVO policy officer George Bangham.
“The Act has got to be seen in the
context of other government rhetoric
about charity campaigning, around food
banks for example, and other issues such
as gagging clauses in public service
contracts,” says Bangham.
But charities also need to be on their
guard against political supporters,
says Talbot.
“A charity’s cause could suddenly
become a politician’s pet project, which
could mean they end up being suddenly
aligned to a party at the whim of a
politician,” she says.
She urges charities to ensure they can
prove their commitment to a cause is long
running and pre-dates a politician’s or
party’s recent interest.
Another criticism of the Act is that it is
unnecessary, as the Charity Commission
already regulates political campaigning
in the charity sector.
Jay Kennedy, head of policy of the
Directory of Social Change, bluntly refers
to the Act as “a pointless duplication of
bureaucracy.”
Francis adds the Act’s focus on charities
is baffling, as most experienced charity
campaigners, who have the resources to
meet the Act’s financial threshold, will
know that aligning with
one political party is
foolhardy.
“The more cross party
support you have the
more likely it is that
your campaign will be
implemented after the
election,” he says.
Since the Act was
implemented the
Electoral Commission
has produced a range
of guidance for charities
on areas such as social
media campaigning
and the importance of
record keeping.
But for Kennedy the key guidance
charities should be looking at is instead
from the Charity Commission, in particular
its document Speaking Out – guidance
on campaigning and political activity by
charities, which is also known as CC9.
“This document should be your first
port of call as it offers clear specific
guidance on areas such as launching
a manifesto. The key to both Charity
Commission rules and the Lobbying
Act is to tie your campaigning to your
objectives,” says Kennedy.
So far there is a lack of interest among
charities in registering with the Electoral
Commission, with just five making the
move as of January this year.
Bangham says this may indicate a
growing confidence among charity
campaigners that they will not fall foul
of the Lobbying Act.
However, NCVO policy manager
Elizabeth Chamberlain anticipates this
confidence may ebb away as the general
election date gets closer and many more
charities will look to register.
“As issues such as welfare reform
“The more cross party support you have the more likely it is that your campaign will be implemented”simon francis, public Relations Consultancy association
www.charitytimes.com3 0
C A M P A I G N I N G
and poverty become more prominent
I would expect more charities to consider
registering as a pre-emptive measure.
I think many more would rather register
than be seen to be in breach of the law,”
she says.
Kennedy also anticipates growing
interest in registering with the Electoral
Commission. “There has been a phony
war until now. Everyone was building up
to the period of regulation in September.
But nothing has really happened since and
there is still a little bird on the shoulder of
charity campaigners whispering doubts in
their ear,” he says.
Stonewall is among the five charities
to already register with the Electoral
Commission. Sam Dick, the charity’s
campaigns director explains it registered
because “we felt it was better to be safe
than sorry,” adding, “I’d rather spend time
registering than waste donors money on
fines. It was a pragmatic decision about risk.”
He says the Act has not led to
campaigns being shelved or a chilling
effect but has made Stonewall “think twice
about our campaigns, making sure it leads
to meaningful change. The Act has added
that extra layer of strategic thinking,”
he says.
James Cooper, head of government
affairs at the Woodland Trust, another of
the five charities to register, says it made
the move “in the spirit of transparency”
even though it is opposed to the Act and
wants to see it repealed. He is adamant
the Act will not curtail its campaigning.
He adds that in the run up to the general
election the Trust still intends to “challenge
candidates on what they will do to ensure
their prospective constituents benefit from
woods and trees.”
The other three charities to register are
The RSPCA, Hyperlipidaemia Education &
Atherosclerosis Research Trust UK and
The League Against Cruel Sports.
Of these RSPCA has set up a separate
company specifically to register, called
RSPCA Campaigns Ltd.
A key factor in this decision was the
RSPCA’s specific status as a charity set
up under a private Act of Parliament,
which is not among the list of organisation
types that can register with the Electoral
Commission. But Talbot says it also
makes it easier for the RPSCA to track
campaign spending.
She says: “If you are a large organisation
it becomes far more difficult to ring fence
specific campaign spending. I can see
real merit in keeping it separate.”
Whether a charity decides to register
or not with the Electoral Commission
Bangham hopes all charities continue to
campaign vociferously to support their
causes ahead of the general election and
not feel intimidated by the Lobbying Act.
“The voice of the charity sector needs to
be heard loudly and it’s vital that charities
do not feel deterred from campaigning,”
adds Bangham.
Joe Lepper is a freelance journalist
“There is still a little bird on the shoulder of charity campaigners whispering doubts in their ear”Jay Kennedy, Directory of social Change
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Participation in this in-depth discussion will present your speakers and company as market-leaders in your chosen area to our readership of over 8,500 Senior Managers and Directors in the UK Charity & Not-For-Profit sector. The roundtable event will be written up as an extended feature in Charity Times which will include your company branding on each page.
The independently chaired evening or afternoon discussion will include approximately 6-7 individually selected high level delegates from organisations relevant to your chosen topic area with your feedback and input. These delegates will be experts in the subject from medium to large UK charities. The high level of knowledge will show your company to be a true thought leader in the sector.
The evening/lunch will begin with networking drinks at 12 or 6pm and the discussion itself will begin at 12:30 or 6.30pm and last for around 90
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on the web page for 1 year■ You will retain the PDF of the 6 page branded feature to use as you wish in your own promotion
We use a selection of prestigious venues in London to host these events such as The Gherkin or Tower 42. We can host these events in other locations around the UK and the price quote would be individually quoted according to location.
Sponsoring this event is a great opportunity to promote your services, products and expertise to senior-level executives in your target market and to your fellow suppliers, while gaining further access to our extremely relevant circulation.
Bespoke package available on request
We use a selection of prestigious venues in London to host these events such as The Gherkin or Tower 42. We can host these events in other locations around the UK and the price quote would be individually quoted according to location.
Sponsoring this event is a great opportunity to promote your services, products and expertise to senior-level executives in your target market and to your fellow suppliers, while gaining further access to our extremely relevant circulation.
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A d v e r t o r i a l
3 3
In focus: Emerging markets
Over the last three decades investors have made better returns by buying
and holding investments in emerging markets rather than the major advanced markets. The underlying economies of these countries overall have grown faster than the West. They have nurtured major global companies whose shares have done well as
they have outgrown rivals elsewhere. Others have avoided emerging market investment on the
grounds that they are riskier. In any individual year a fund can lose money in emerging markets as a whole and can lose big money in particular countries or shares. Investors can lose on the currencies as well on the underlying shares.
So what should a charity investor do now? The first thing is to recognise that there are very different emerging markets. In today’s conditions with falling oil and commodity prices, the current outlook for the oil and commodity producing economies is not good. Analysts and investors are unsure where the oil and other leading commodity prices might stabilise or start to advance. Meanwhile, earnings and revenue forecasts are being revised down. Brazil has these problems, and is also undergoing a bout of inflation, high interest rates and poor growth. This is not a winning combination. Russia is in considerable economic trouble from the falling oil price, as it is very dependent on oil revenues.
Led by China and India, the main emerging oil consuming countries will get a direct stimulus from lower costs of energy and other raw materials, and an indirect one as lower inflation will permit looser money policies. Both India and China have been performing well recently, and could stay in favour against this background. Some other smaller Asian countries can also benefit
from these changes. How should a charity make investments in these markets? It
is difficult managing money in specialist markets like China and India from another continent. If an investor wants to try to gain extra return by selecting individual shares it is probably best to choose a fund run in the country concerned by people who speak and read the local languages and understand its culture and economic policy. There are some managers who do manage to beat their relevant index, though it is difficult finding one and there are extra costs from such management.
The alternative way is to buy an Exchange Traded Fund or some other collective vehicle which provide you with an indexed port- folio. The simplest versions buy the whole range of shares in the country index in the right proportions. These funds are considerably cheaper than actively managed funds, and can get close to giving you the full income and capital gain of the Stock market index concerned. Given the gap at the moment between the commodity producers and the consumers we would recommend buying individual country ETFs, building a suitable portfolio.
As a general rule emerging market economies will grow more quickly, and will expand the amount of private capital put to work more quickly than advanced countries. They are subject to bouts of worry and poor performance, which needs managing. Different emerging countries are also prey to fashion, sometimes being popular and other times being out of favour. Overall, however, they have a part to play in a world equity portfolio, and can offer better returns than just staying at home. Whether buying index funds or active funds, it is also a good idea to shop around and take some advice, as they can be very variable in performance and cost. At Charles Stanley we have experts providing advice on which markets to buy into, advisors who study which are the
best run and cheapest index products, and specialists in choosing actively managed funds in emerging market areas. Between them they can help steer your fund through the risks and the rewards of diversifying a bit of your portfolio into the faster growing parts of the world.
John Redwood is Chairman of the
Investment Committee, Charles Stanley
500
400
300
200
100
0
-10096 98 00 02 04 06 08 10 12 14
MSCI World Total Return 325.24 MSCI EM Total Return 434.17
Source: Thomson Reuters Datastream
500
400
300
200
100
0
-100
www.charitytimes.com3 4
E M E R G I N G M A R K E T S
Over the past six years, the exposure
of charity investors to emerging market
companies, in regions such as Asia,
Latin America and Eastern Europe, has
shown an unmistakable rise. According
to investment analytics company State
Street, in 2008 average charity asset
allocation to emerging market equities
stood at a mere 1.4%. But by the end of
September 2014 it had grown to 6.5%.
Yet since 2011, emerging markets have
languished in distinctly ‘bear’ mode; they
have underperformed developed markets
by about 30%. Some investment experts
believe that emerging markets have
turned a corner. Others are convinced their
underwhelming performance will persist.
On the surface, emerging markets’
stuttering performance is a puzzle.
Emerging market economies have, after
all, easily eclipsed their developed
counterparts in terms of GDP
growth. Staple emerging
market countries China, India
and Turkey grew by 7.7%, 5%
and 4.1% respectively in 2013.
This contrasts with 1.7% for
the UK, 2.2% for the US and 0.1% in
Germany. But the superiority does not
automatically translate into impressive
returns for emerging market companies.
In fact, says Richard Maitland, head of
charities at investment management firm
Sarasin & Partners, “there is remarkably
little correlation between short to medium
term economic growth [in emerging
markets], even up to seven to 10 years, and
market performance.”
A major reason for this is that the
companies generating or benefitting
from emerging market growth are often
based in the developed world. The most
famous example is Apple, an American
company whose profitability is immensely
boosted by low cost production in China.
Other western companies, such as Colgate,
Pepsi or Burberry, may sell many products
in emerging markets but are quoted in
the UK or US. This can work in reverse,
the South Korean technology company
Samsung is an example, but this is less
common.
“The problem for emerging markets
is that as economies they have helped
companies quoted in developed markets,”
says James Bevan, chief investment officer
Has the time come for emerging markets?
Investments in emerging market assets have prom-ised much over the past several years, but inves-tors have not always been rewarded. Mathew Little asks whether charities’ faith in emerging markets is about to be repaid
E M E R G I N G M A R K E T S
3 5www.charitytimes.com
with sector specialist fund manager, CCLA.
“But emerging market quoted and locally
operating companies face challenges
associated with rising wages – less for
shareholders – and credit bubbles.”
And emerging market investment
means buying shares in companies quoted
in emerging market stock exchanges.
“The notion that you can boost
your returns by strategically allocating
to emerging markets is, I think,
comprehensively wrong,” says Maitland.
“It’s what some investment managers
advised their clients to do four or five
years ago, and that’s one of the reasons
why those investment managers have
performed very poorly.”
Optimism
Nonetheless, charity investment in
emerging markets has grown in the
last decade or so, if only because many
investment houses have broadened a
traditional concentration on UK equities
to take on an equal share of overseas
equities, of which emerging market
equities are obviously a part. Maitland,
who rules out strategically holding a
large quota of emerging market equities,
still believes that “it would be peculiar
not to include emerging markets in your
thinking.” In fact, Maitland’s firm, Sarasin,
the second biggest charity fund manager
in the UK with £5 billion in charity funds
under management, has in the last twelve
months invested in more emerging market
companies.
“For three years, emerging markets
performed incredibly badly,” says Maitland.
“Although emerging markets were in
our benchmark and we could invest
in them, until a year ago, we had very
little – between 0 and 1.5% - because,
tactically, we thought they were extremely
expensive. But then they became very
cheap and therefore tactically we have
moved from a position of having 1% for
our average client, to having 7 or 8% for
our average client.”
Maitland is cautiously optimistic about
how emerging markets will perform in the
near future. “You have to be very careful
because there are some very differently
performing economies and stock markets,”
he says. “But in the short term, we are
overweight in emerging markets and we
favour China, India, and Indonesia.”
scepticism
However, this view is not universally
shared. “In 2015, we believe that emerging
markets equities will underperform global
markets overall,” says CCLA’s Bevan. “This is
a grouping that has tried on six occasions
to break its post-2011 bear trend but
without success,”
Although he agrees that “valuations are
not necessarily expensive”. Bevan’s caution
is centred on China, which in December
officially became the world’s largest
economy. He says that “the preconditions
of a hard landing are in place.” China
has the “third biggest credit bubble of
all time”, he says, and a property bubble
that rivals Spain and Ireland at their peak.
“Chinese house prices have now fallen for
six months in a row against a backdrop
of falling housing turnover,” he says. He
adds that, besides China, other emerging
market countries such as the Philippines,
Turkey, Brazil and South Africa, are at risk
from high private sector debt. “That leaves
only India apparently free of significant
economic headwinds.”
Employment rates are also an issue.
China, in common with other emerging
market economies, has limited labour
capacity, which means that there is
pressure on wages to rise, which, though it
is good for Chinese workers, means smaller
dividend payments for shareholders.
“Demographics is interesting because
in countries like China the working
population is just about to start declining,
whereas India is going to have a huge
boost to the working population,” says
Jonathan Bell, chief investment officer of
Stanhope Capital.
He believes economic growth in India
could soon equal that of China. Bevan
says all emerging market regions are
marked by declining profit margins, in
contrast to developed market companies,
where there is profit growth. “One of the
key reasons for this is that labour within
emerging markets has been steadily
gaining pricing power partly owing to
high employment levels,” he says.
Oil
One element which will undoubtedly
benefit some emerging market economies,
China included, is falling oil prices.
They have more than halved since last
June (compared to rising 8% in 2013),
swiftly becoming the dominant factor in
determining how the global economy
will perform. “The effect of the oil price
coming down will be a material increase
to world growth over the next year,” says
Andy Pitt, head of charities in London with
Rathbones, largely because consumers will
spend more. But while emerging market
countries that import oil will benefit,
others, the producers of oil, will be hurt.
In terms of emerging markets,
the biggest beneficiaries will be the
Philippines, Turkey, Thailand, India, China
and South Korea. Losers include Russia,
Brazil and Mexico. Russia, one of the
original Brics, faces the double whammy
of falling oil prices and fallout from the
Ukraine crisis. Investment there is already
restricted by sanctions.
But the winners of the oil price tumble
will outnumber the losers. “It would be
our judgement that a falling oil price,
when combined with the lower valuations
that now exist after several years of
underperformance [in emerging markets],
“there are some very differently performing economies and stock markets” richard Maitland, sarasin & partners
E M E R G I N G M A R K E T S
will stimulate economic growth and,
almost as importantly, investors interest
in emerging markets,” says Maitland.
The result will be rising share prices for
emerging market companies, he believes.
But though investment managers
tend to concentrate on emerging market
equities, shares are
not the only option.
Government and
corporate bonds
are also possibilities.
“Charities should
consider the widest
investment universe
possible and find the
things that are attractively priced,” says
Maitland. He favours Indian bonds.
Bevan says: “Bonds [in emerging
markets] have periodically done very well.
“The current level of bond volatility is low
and, in some cases, emerging market real
bond yields are high. A case can be made
for both Indian and Indonesian bonds.”
There are funds available to charities that
invest only in bonds and charities have the
option of buying bonds denominated in
emerging market currencies or dollars.
Emerging markets, much like developed
economies, seem destined for divergence
and uncertainty in the near future. There
is no settled consensus as to what will
happen. But there is agreement that
charity investors should weigh up the pros
and cons of investing in them. “Emerging
markets should absolutely form part of
your thinking,” Maitland says.
Mathew Little is a freelance journalist
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“the effect of the oil price coming down will be a material increase to world growth over the next year” andy pitt, rathbones
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Tuesday 24 March 2015, 10.00am–4.15pm The Foundry, 17-19 Oval Way, London SE11 5RR
One-day conference brought to you by the experts in social impact, NPC (New Philanthropy Capital) www.thinknpc.org
Leading Impact 2015 brings the strategic thinking and insights you need to put impact at the heart of everything your charity or social enterprise does. Focused on the vital skills involved in embedding impact, you’ll get the chance to learn from top practitioners. You’ll also be able to reflect on your own approach to leading change—from governance to strategy and performance management. Join us for an interactive, inspirational day that builds on our successful conferences in 2014 and 2013.
Paula Sussex, Charity Commission Ι Matthew Reed, Children's Society Ι Matt Hyde, Scout Association Ι Julian Corner, Lankelly Chase Foundation Ι Marcelle Speller OBE, Philanthropist & localgiving.com Ι Gracia McGrath OBE, Chance UK Ι Enver Solomon, National Children’s Bureau Ι Simon Fulford, Khulisa Ι Michele Acton, Fight for Sight Ι Paul Buchanan, The Boxing Academy Ι Dr Carole Easton, Young Woman's Trust Ι Nina Copping, National Osteoporosis Society Ι Chris Sherwood, Relate
Leading Impact 2015 is designed for charity leaders who have embarked on their impact journey—you may have some technical solutions in place but you still need to bring your team with you and avoid pitfalls along the way. Delegates include: Chief Executives, Trustees and Senior Managers of finance, communications, HR and operations, Monitoring & Evaluation Managers. Don’t miss out. To keep the day as interactive as possible numbers are limited, so book your place early!
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3 9
At NPC we work with dozens of charities,
helping them understand what they
are trying to achieve and to get a handle on
the impact they are having on the ground.
As charities improve, so they can do more
for those causes they exist to promote. And
we are pretty good at helping with that.
But the more work we do, the clearer
it becomes that the charity sector faces a
big question. Does the sector’s leadership
have the guile, the nerve and the expertise
to carry through the changes that are
needed? Driving through change is never
easy, and in charities it can be harder
still. Volunteers and funders may remain
committed to programmes which aren’t
effective or on mission. Trustees may want
to stick to what the charity first started
doing, whatever its efficacy and relevance
today. And all this in a context where, as
long as you are not going bust , there may
be little pressure to change - except that
you know you could do so much better
if you did. So leadership is something on
which NPC has increasingly come to focus.
Every charity needs sound leadership, as
much from a CEO of a multi-million pound
international enterprise to someone
heading-up a group of fellow-volunteers
to keep the church roof patched up. Good
leaders help steer charities in the right
direction; doing a lot of the dull but
essential liaison with funders and partners;
they maintain morale. When NPC talks
about making your charity as effective as it
can possibly be, strong leadership is one of
the pillars on which everything else rests.
Of course, charity leaders aren’t made
with cookie-cutters. One of the great
strengths of the sector lies in the sheer
variety of people who rise to the top, from
hardened front-line staff to policy wonks
to (admittedly less often) fundraising
gurus. Some are brought in from outside,
with public and private sector experience
to draw on. Once you mix in such different
professional backgrounds with personal
idiosyncrasies and the character of the
institutions involved, you inevitably end up
with a broad range of styles and skills.
On March 24th we will be talking about
precisely this at our Leading Impact
conference. Many of the great and good
of the third sector - themselves leaders of
varied outlook and approach - will join us
to discuss how good leadership can ensure
that charities achieve more (and the
pitfalls for organisations if their leadership
isn’t robust enough). Speakers will include
Paula Sussex, the new chief executive
of the Charity Commission, as well as
Matthew Reed from the Children’s Society
and experts on funding and philanthropy
like Julian Corner of Lankelly Chase and
Marcelle Speller (who we are very lucky
to have on our board at NPC). We will also
be joined by representatives from Relate,
Solar Aid, the MS Society, the National
Children’s Bureau, and others.
The focus for the day is simple. Charities
are all about doing good, whether that’s
through work on the ground with the most
vulnerable or campaigning to keep social
issues in the spotlight. More technically put
(and we can get a bit techy at NPC), this
means that running a charity is all about
having an impact. If you aren’t achieving
the good you want, there isn’t much point.
So what is the role for charity leaders in
bringing the best out of their organisations?
We’ll be covering questions which I’m
sure are familiar to most people trying
to run an effective charity. How best
can you engage your board, staff and
volunteers in making the sort of impact
you want? What’s the first step in building
an organisation which is always focused
on that impact? How can impact drive
your big strategic ideas? How do you
know when you’ve got there? Different
situations need different answers, so there
will be pick-and-mix sessions to look more
closely at leadership and governance,
strategy, and how to implement change.
These are vital issues for charities to try
and resolve. The charity sector has, in truth,
proven remarkably resilient through recent
years of austerity, but things have certainly
been tough. Raising funds has been difficult
for many, and doubtless the combination of
cuts and uncertainty about the future has
confidence. In the run-up to the 2015 elec-
tions, there will be big decisions to make
to keep the sector thriving and achieving.
The people in charge of UK charities will
need to enter this period prepared. Strong
leadership, and the decisions needed to
guarantee the long-lasting impact of UK
charities, will be central.
Dan Corry is chief executive, NPC
L E A D E R S H I P
D A N CO R Ry S AyS S T R O N G
L E A D E R S H I P I S O N E O f T H E
P I L L A R S O N W H I C H E V E Ry -
T H I N G E L S E R E S TS W H E N
T Ry I N G TO M A x I M I S E A
C H A R I T y ’ S E f f E C T I V E N E S S
Impact
www.charitytimes.com
When NPC talks about making your charity as effective as it can possibly be, strong leadership is one of the pillars on which everything else rests
M O B I L E A P P S
4 1www.charitytimes.com
A lArge mAjority of UK adults own
smartphones, and apps are increasingly
used to support and offer entertainment,
navigation, shopping, health and fitness,
banking and an ever growing range
of services. And the influence of this
technology has not escaped the third
sector’s attention.
Mobile is potentially a great vehicle for
fundraising whether charities are looking
at relationship building, education or
the actual payment of donations, but it’s
very important to ensure that the user
experience is a positive one.
New tools
The whole mobile app proposition for
charities was given a huge kickstart by
the appearance of SnapDonate last year.
SnapDonate is a logo-recognition app
designed for charities and their supporters.
Point SnapDonate at a charity logo and
the app instantly detects which charity this
represents, so that people can give while
on the go.
The idea is that it makes it easy for
people to make quick, one-off donations
to their choice of charity even if they have
no cash on them. The SnapDonate app
is simple but uses sophisticated image-
recognition technology. It knows which
cause the user wants to support when the
phone camera is aimed at a charity logo.
And no text messages or QR codes are
needed. People merely “snap” a logo, then
give as much as they like, with a minimum
of £2 via the JustGiving payment platform.
SnapDonate can automatically
recognise dozens of charity logos but can
also send a donation to any of the 13,000
or so UK charities registered on JustGiving,
as these can be selected with the app’s
search tool. SnapDonate deducts nothing
from each gift, but JustGiving does charge
the same handling fee (5 per cent) as if this
was made on its own website.
Physical money still makes up around
one-sixth of all donations (£1.6 billion)
given to charities in the UK each year, but
with the advance of digital and mobile
platforms cash is no longer king. Charities
need new ways for people to donate on
impulse and SnapDonate provides this.
The app can work in the street, on a train
or on the sofa - enabling people to give
on impulse and with the added bonus of
automatic Gift Aid with each donation. So,
after the appearance of SnapDonate many
more mobile applications are expected to
support charities in the future.
long reach
Paul Swaddle, CEO of app maker Pocket
App, says: “The increased uptake of
smartphones presents charities with a
huge opportunity to reach more people
and provide an
enhanced service to
the ones they already
work with. Also, with over 50 per cent of all
online traffic now coming via mobile it’s
vital that charities take the time to think
in-depth about their mobile strategies.”
Swaddle says mobile is a key vehicle
for personal engagement, as people may
share a tablet at home or have their work
computer monitored, but people rarely
share their mobile phone and usually have
them with them at all times. So, regardless
of whether you are a charity that is
engaging with people about a sensitive
subject such as depression or sexual
health, mobile is clearly going to be a key
weapon in your digital armoury.
Pocket App has worked on two large
mobile projects recently, including the My
Poppy app for The Sun newspaper - an
interactive way to contribute to The Royal
British Legion Remembrance fundraising
campaign - and also the Commonwealth
War Graves Commission app, a tool to
research any of the 23,000 or more war
grave and memorial sites maintained by
the Commission. “Going forward there will
definitely be increased innovation within
the sector, whether relating to mobile
donations, service delivery or educational
resources,” Swaddle says.
Joo Teoh, managing director of fellow
Pocketpower
Charities are increasingly taking advantage of mobile technology to increase their income and achieve their objectives. Antony Savvas looks at how charities are harnessing the power of apps
www.charitytimes.com
M O B I L E A P P S
app developer Apppli, says: “With more
than 1.75 billion smartphone owners
worldwide, apps provide the perfect
channel for charities and non-profits to
engage a younger, tech-savvy audience
directly and inspire a new generation of
advocates for their cause. However, for a
charity app to go viral and raise awareness
of the cause to a global audience, charities
have to think how they can engage,
educate and inspire users instead of just
providing facts or asking for donations.”
Teoh says mobile apps offer charities
immediacy, and geographic and
demographic reach when it comes to
the giving process as no one has to be
stood in front of a donor with a clip
board. Mobile apps also allow a level of
personalisation and customisation not
possible with more traditional forms of
giving. They can give donors more control
over how they donate and better facilitate
ongoing, rather than one-off donations.
“It is no surprise that traditional
methods of giving are dying out. Mobile
apps enable more engagement, allowing
donors to see where their money is going
and what it is being used for. The nature
of traditional forms of giving like post
and street collections means there is
very little that can be done in the way of
customisation and creating an emotive
feeling in the potential donor,” says Teoh.
Beyond fundraising
As an example of how charities can
use mobile to spread the message
and support their projects, one should
consider the experience of the Haller
Foundation, which supports farmers
in Kenya.
The UK-based Halla Foundation teamed
up with creative software workshop Red
Badger to develop a mobile
application which helps
Kenyan farmers take
advantage of the digital
advancements happening in developing
countries, by providing online training
in essential skills to cultivate sustainable
sources of food.
Over the last 10 years Haller has been
working with subsistence farmers in
Kenya to help them rehabilitate their land
and achieve sustainable self-sufficiency.
But with only one extension officer for
every 1,000 farmers in Kenya, the process
of reaching them was slow, inefficient
and expensive.
Haller approached Red Badger wanting
to explore the potential to use new
technologies to extend these initiatives to
a much wider farming audience in Kenya.
Mobile usage in Kenya is surprisingly
high with around 50 percent of Kenyans
owning a smartphone.
Louise Piper, founding trustee of
Haller, says: “Technology is one of the
key drivers of positive change in Africa,
breaking down barriers and transforming
traditional models. However, advances
in technology have only just started
being translated into practical solutions
tailored to specific needs. This app fits
perfectly with the Haller approach – it
releases potential through practical ideas
that are collaborative, self-sustainable,
empowering and resourceful.”
Red Badger staff worked with
design agency Pearlfisher to provide
the user experience, visual design and
development of a new mobile website
that will enable Haller to deliver the
training to the farmers that need it across
the entire country. A prototype was
delivered and tested with different kinds
of farmers in Kenya that would be using
the app.
The total size of the final app is less
than 1MB (megabyte) in total thanks to
intelligent use of lightweight iconography
and other design considerations. The app
is multi-lingual with both Swahili and
English versions, and literacy issues are
further addressed via an audio feature
with Swahili translations. Strong use
of visuals and symbols also make the
app as intuitive to use as possible.
The app was successfully
launched in Nairobi last November
and is now successfully being used by
farmers. Haller currently only operates in
Kenya but says the app could be tailored
for other African countries.
innovation
Another example of how mobile can aid
the fundraising process is Charity Plus
from business intelligence solutions
provider PXtech and web and mobile
systems specialist Greendog. Charity Plus
aims to support charity stores by growing
supporter loyalty, increasing donations
and improving marketing opportunities
through an online community.
Charity Plus invites supporters to
download an app that allows them to
use their mobile phone to sign up for Gift
Aid. The new initiative means that when
donating goods customers can provide
a QR code which can be scanned in-store
to produce a Gift Aid tag, saving time
and money.
And in addition to identifying the
nearest charity store locations, the new
app will also improve charity marketing
initiatives by allowing supporters to
receive information on special offers
that can be redeemed via mobile phone.
Users can also receive updates via push
notifications on appeals and charity
campaigns taking place, with the option to
make a donation quickly and easily online.
Richard Dorf, CEO at PXtech, says:
“We work closely with a number of high-
profile charities and became increasingly
aware that stores were losing revenue
through simple issues, such as donors
forgetting to bring their bag tags when
dropping off their goods. We were keen
to find a solution that meant stores were
maximising their donations through
effective marketing and strong supporter
communications.”
Charity Plus is available as a bespoke
application fully customisable to an
organisation, or as part of the Charity
Plus community where smaller charities
can join a platform and be easily found
by supporters.
Being able to track the difference
they are making is now key to many
donors, and is something that Makerble
4 2
is supporting. Makerble lets people pick
projects which they subscribe to with a
monthly donation, which also gives them
access to updates from the staff on the
ground who are making change happen.
Matt Kepple, CEO of Makerble, says:
“What’s interesting about Makerble is that
the mobile experience is tilted towards
what happens after people donate. People
can donate from their mobiles but what
we’ve seen is that people, especially
millennials, are far more interested in what
their donations actually achieve. And this is
where mobile can be extremely enabling.”
With Makerble, a Maker is a monthly
donor who is supporting their chosen
project. Makerble enables charity staff to
log the difference they are making on their
mobile phones and those updates are sent
to each Maker in real-time. “We’re excited
about the potential of mobile technology
to bring donors and charity staff closer
together and in so doing, nurture trust and
inspire people to donate in the first place,
and then continue donating and even
increase how much they give,” says Kepple.
A bit of lightheartedness is also
benefiting a number of charities through
the iCukoo app. The iCukoo app has been
developed by Chelsea Apps Factory, a
company that until now had specialised in
“mobilising” businesses like Waitrose and
Ladbrokes through apps and tools.
iCukoo donates to good causes every
time users hit the snooze button on their
mobile phone - “completely taking the
guilt out of sleeping in”, says Chelsea
Apps Factory. Charities benefitting from
the app include cancer charity Maggie’s,
the National Literacy Trust, Parkinson’s UK,
Prostate Cancer UK, and children’s health
charity Starlight.
Mark Bishop, director of fundraising
at Prostate Cancer UK, says: “Extreme
snoozing is a brilliant way of fundraising
if you don’t fancy climbing mountains
and skydiving. iCukoo lets people make
a donation in their sleep!”
And Paul Jackson-Clark, director of
fundraising at Parkinson’s UK, adds: “We all
struggle
to get out
of bed on cold and dark
winter mornings, and anything that can
make getting up more bearable can only
be a good thing.”
App development company Appy
Ventures works with Chelsea Apps Factory,
and founder Patrice Archer says many
more innovations can be used by charities.
He says: “SnapDonate was a good start
and there are lots of opportunities to use
mobile to generate significant revenue for
charities, for example rounding up mobile
payments to the nearest pound, with the
change sent to a charity of your choice;
“gamification” - playing specific games
and donating winnings; and taking paid
surveys to generate revenue for charities.”
It’s clear that mobile openings for
charities are increasing at a rapid rate and
now it’s time for the third sector to quickly
take advantage.
Antony Savvas is a freelance journalist
In association with Media partners Supported by
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S U P P L I E R S D I R E C T O R Y
ACEVO
1 New Oxford Street London WC1A 1NU
T: +44 (0) 20 7280 4960 F: +44 (0) 20 7280 4989 E: [email protected]
The Association of Chief Executives of Voluntary Organisations (ACEVO) supports members by providing access to:
• Third sector leadership and governance resources to support boards and senior management teams
• Information, publications and reports on key third sector issues
• Conferences, courses and networking opportunities to enhance skills and build knowledge
• Dedicated helplines and support services such as CEO in Crisis - a service for third sector CEOs facing disputes with their board.
ACEVO also acts on behalf of members; connecting members to key contacts in government.
Charity Finance Group
15-18 White Lion Street London N1 9PG
T: 0845 345 3192 F: 0845 345 3193
Company Registration No. 3182826
Charity Registration No. 1054914
Charity Finance Group (CFG) is the charity that champions best practice in finance management in the charity and voluntary sector. Our vision is of a financially confident, dynamic and trustworthy charity sector. With this aim in sight, CFG delivers services to its charity members and the sector at large which enable those with financial responsibility to develop and adopt best practice.
With more than 1,300 member charities, managing over £19.3 billion, we are uniquely placed to challenge regulation which threatens the effective use of charity funds, drive efficiency and help charities to make the most out of their money.
For more information please visit www.cfg.org.uk
ASSOCIATIONS
ACCOUNTANTS AND AUDITORS
CHARIT Y MARKETING
graffiti media group
The Barn Bury Road, Thetford East Anglia IP31 1HG
T: 01842 760075 F: 01842 339501
E: [email protected] W: gmgroup.uk.com
the modern art of no fuss, donor acquisition lead generation | data | media | creativePR
Specialising in the charity sector, we offer a portfolio of products and services to help charities maximise a return from their investment in donor acquisition marketing and call centre services.
A team of the industry’s best planners and strategists with open, honest, ethics and knowledgeable market expertise. Together we’ll build robust, consistent response rates.
• data procurement and planning
• charity specific telephone lead generation • customer and campaign management
• media buying
• call centre services
Baker Tilly
Nick Sladden National Head of Charities 25 Farringdon Street London, EC4A 4AB
T: + 44 (0)20 3201 8313 E: [email protected] W: www.bakertilly.co.uk
Your charity. Our focus.
Supporting your aims is our business
Audits don’t have to be onerous and our approach is to assess the size and complexity of your charity before we begin auditing – we want to know what makes our charity clients tick, not just ticking the boxes. With teams throughout the UK and a full range of advisory services on offer, we are able to deliver innovative and sector leading solutions to our diverse portfolio of clients, wherever you are based.
At Ecclesiastical, we’ve been insuring not for profit organisations for 125 years. Today, we insure thousands of the nation’s charities of all sizes and complexities.
Voted best charity insurer* for the last five years running by both charities and brokers, we’ve worked closely with both to develop a flexible, specialist product that meets the varying needs of different types of charities.
We also offer a complete package of guidance and advice that’s there to give you support when you need it.
Speak to your broker for more information or visit www.ecclesiastical.com/CTimes
* In research conducted by FWD, an independent market research company, of those brokers and organi-sations who named an insurer in the survey, the majority voted Ecclesiastical as the best insurer for charity
INSURANCE
Ecclesiastical Insurance Office
Beaufort House Brunswick Road Gloucester GL1 1JZ
Visit our website or talk to your broker to find out more.
T: 0845 850 0307 E: [email protected] W: www.ecclesiastical.com/CTimes
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S U P P L I E R S D I R E C T O R YS U P P L I E R S D I R E C T O R Y
• media buying
• call centre services
INSURANCE
Markel (UK) Limited
Verity House 6 Canal Wharf Leeds LS11 5BQ
T: 0845 373 0405 E: [email protected] W: www.markeluk.com/socialwelfare
Specialist insurance for the charity sector
Markel protect thousands of charitable and commercial organisations who provide care, support and advice for disadvantaged or vulnerable people including:
• Charities
• Community groups • Not for profit organisations
• Care providers
• Trustees
Our specialist charity insurance provides cover against a whole range of risks, giving you the peace of mind that if something unexpected happens, your organisation is covered by an expert.
We also offer a range of exclusive benefits and services for policyholders providing practical advice and professional help from industry experts to help prevent and manage claims situations.
Buy direct or ask your broker for a Markel quote.
Unity Insurance Services
Suites 10 & 10A The Quadrant 60 Marlborough Road Lancing Business Park Lancing, West Sussex BN15 8UW
T: 0345 040 7702 F: 0345 040 7705 E: [email protected] W: www.unityinsuranceservices.co.uk
Insurance for charities with 100% of our profits returned to charity.
As a charity owned insurance broker, Unity Insurance Services has a unique insight into your sector. For over 80 years, we have been protecting the people, property, liabilities and activities of charities.
We view each charity as unique so we always aim to provide solutions that fit your exacting needs. That’s why we will spend the time to understand in detail your activities and risks to obtain the best possible cover at the best possible price.
Visit our website or telephone to us to find out more.
Stackhouse Poland Limited
New House Bedford Road Guildford GU1 4SJ
T: 01483 407 440 F: 01483 407 441 W: www.stackhouse.co.uk
Stackhouse Poland look after 400 charities and “not for profit” organisations in the UK.
Our specialist team arrange a broad range of insurance programmes for our charity clients, including property and liability as well as motor, charity trustee cover and travel policies for aid workers, etc.
The Company also arranges insurance for a large number of corporate clients and has a specialist private client division advising affluent and High Net Worth clients on their personal insurance needs.
Please see our website for the video outlining our services to the Charity sector or contact us to discuss our 10 point Charity checklist for Insurance.
Insurance Broker of the Year 2013 Independent Regional Broker of the Year 2007 Finalist Independent Regional Broker of the Year 2009
Zurich Insurance plc
Zurich House 2 Gladiator Way Farnborough Hampshire GU14 6GB
T: 07730 735394 W: zurich.co.uk/insight
Insight cover – Specialist charity insurance made simple
Zurich works with over 10,000 charitable and voluntary organisations to provide insurance and risk management services. We have dedicated teams who work with charities to understand their needs and provide the appropriate cover, guidance and support. We collaborate with a number of organisations, including NAVCA, ACEVO and CTN.
The Zurich UK business also support an annual £1.9 million grant programme to The Zurich Community Trust (UK) Limited and around 35% of the Zurich UK workforce share their skills with the community each year.
Our Insight insurance cover includes:
Visit zurich.co.uk/insight or call us for more information on how we can help your organisation.
• Property ‘All Risks’ • Business Interruption • Trustee Indemnity
• Employer’s Liability • Public & Products Liability • Professional Indemnity
• Money • Personal Accident • Employee Dishonesty
Baring Asset Management Limited
155 Bishopsgate London EC2M 3XY
Contact: Catherine Booth
T: 020 7214 1807 E: [email protected]
We have been providing investment management services to the charitable sector since 1926, and were one of the first investment managers to establish our own charities team in 1968. Barings now manages over £831.5 million on behalf of charities around the world1.
We work in partnership with charities that operate in diverse sectors, whether you are a national institution or a charity with more local aims.
Our Targeted Return approach is designed to balance risk and return. We focus our global perspective, experience and expertise with the aim of successfully meeting our clients’ investment management needs.
We would welcome the opportunity to speak to you should you be reviewing your existing investment arrangements or merely want to hear a different point of view.
Issued by Baring Asset Management Limited (Authorised and regulated by the Financial Conduct Authority). 1As at 31/10/14 Investment involves risk. The value of investments and any income generated may go down as well as up and is not guaranteed.
INVESTMENT MANAGEMENT
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S U P P L I E R S D I R E C T O R Y
INVESTMENT MANAGEMENT
Cerno Capital Partners LLP
34 Sackville Street, St James’s London W1S 3ED
For more information, please contact Mustafa Abbas, Nick Hornby, James Spence
T: 0207 382 4112 E: [email protected] W: www.cernocapital.com
Cerno Capital works closely with charities, helping them organise and manage their investment portfolios.
It is our view that the only way to obtain a reliable investment return is to identify the prevailing macro-economic themes and then follow a robust methodology for selecting investments. We take a real world approach to risk, concentrating on the risks of losing money and not just the measurement of volatility.
We invest globally, across multiple asset classes and take a long term outlook to wealth preservation and growth.
We act as both discretionary managers and advisors to charities.
C. Hoare & Co.
37 Fleet Street London EC4P 4DQ
Simon Barker, Head of Charities T: 020 7353 4522 E: [email protected] W: www.hoaresbank.co.uk
Independence, Stability and Integrity
We offer charities a full bespoke service across investment management, banking, lending and cash administration.
• Stable family ownership for over 340 years
• Strong risk-adjusted performance
• Fully unconflicted with no in-house funds or products
• Simple fee structure
• Award-winning service
• Longstanding connection with the charity sector
• Values supported by philanthropic family
Ecclesiastical Investment Management Ltd
19-21 Billiter Street London EC3M 2RY
Mike Goddings Head of Charity Market Development T: 020 7680 5839 E: [email protected]
Profit with principles
That’s what we aim to deliver. We believe that a company’s business activity, its environmental and community impact and the way it interacts with its stakeholders can all positively contribute to returns, which is why these factors are integral to our global sustainable investment process, and why Ecclesiastical has won numerous awards for its performance.
Call us for details on the Amity Charity Funds and learn how our charitable ownership helps us see things from your perspective, and how your investment can make a real difference.
www.ecclesiastical.com/charityinvestments
Ecclesiastical Investment Management Ltd is authorised and regulated by the Financial Conduct Authority
Cazenove Charities
12 Moorgate, London, EC2R 6DA
For more information, please contact Edward Harley:
E: [email protected] T: 020 7658 1102 W: www.cazenovecapital.com/charities
Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.
Achieving your charities investment objectives takes time and thought. Cazenove Charities takes pride in understanding the needs of charities today.
As the largest charity team in the UK, we are the trusted partner of over 700 charities. The team of twenty four has a depth of resource, skill and experience and we would be delighted to work with your charity to realise your investment objectives.
For further information, please contact Edward Harley on 020 7658 1102 or email [email protected]
Charles Stanley & Co. Limited
25 Luke Street London EC2A 4AR
Nic Muston – Director of Private Clients & Charities
E: [email protected] T: 0207 149 6610 W: www.charles-stanley.co.uk
The 5 Star Service
We advise and support trustees in the heavy responsibilities of meeting their charity’s objectives. Jargon-free and fully bespoke, our investment strategies are specifically designed for each charity. We monitor risk carefully and have six 5 Star Defaqto ratings for our service. Our 31 local offices access central expertise in:
Asset Allocation Ethical Screening Fixed income Passive investments Active fund Research
Authorised and regulated by the Financial Conduct Authority
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INVESTMENT MANAGEMENT
Quilter Cheviot
Contact: William Reid, Head of Charities T: +44 (0) 20 7150 4005 E: [email protected] W: www.quiltercheviot.com
Quilter Cheviot Limited is authorised and regulated by the UK Financial Conduct Authority.
The value of investments, and the income from them, can go down as well as up. Investors may not recover what they invest.
Quilter Cheviot is one of the UK’s largest independently owned discretionary investment firms, created by the 2013 merger of Quilter and Cheviot Asset Management. The firm focuses primarily on structuring and managing bespoke discretionary portfolios for charities, trusts, pension funds, private clients and intermediaries. Our charity assets under management are in excess of 1.2b*, making us one of the leading charity managers in the UK.
We offer your charity:
• Direct access to a dedicated team with the knowledge and experience to tailor your charity’s portfolio to meet its investment objectives.
• An investment process that can respond rapidly to changing market conditions.
• Comprehensive reporting and access to portfolio valuations via our password protected website.
• A competitive and transparent fee structure.
*01.03.14
Rathbones welcomes charities of all shapes and sizes
We like to work in partnership with our charity clients which means you will have direct access to the person managing your charity’s investments, resulting in a portfolio that accurately meets your needs and is as individual as your charity.
Key facts
- £3.17 billion of charitable funds under management - Over 1,000 charities - Segregated or pooled investment - Dedicated team of charity investment specialists - A history grounded in philanthropy
All figures as at 31st December 2014
Rathbone Investment Management
1 Curzon Street, London, W1J 5FB
For further information please contact Francesca Monti:
E: [email protected] T: 020 7399 0119 W: www.rathbones.com
Rathbone Investment Management is authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.
J.P. Morgan
1 Knightsbridge London, SW1X 7LX
For more information please contact: Tom Rutherford, Head of UK Charities T: 020 7742 2819 E: [email protected] W: www.jpmorgan.co.uk/institutional/ charities
Strength, Scope & Commitment
J.P. Morgan is dedicated to helping charities address their investment and financial needs. Drawing on our global resources and 50 years experience in the sector we offer services specific to each Charity’s needs.
Acting as both discretionary managers and advisors we work with charities to:
• Tailor investment policy statements and strategies
• Manage a range of portfolios across asset types based on capacity for risk
• Strengthen board governance guidelines
Our Charity team is one of the leading providers to the sector managing assets in excess of £1.4 billion for around 300 non-profit organisations in the UK.
Newton Investment Management
Stephanie Gore Newton Investment Management BNY Mellon Centre 160 Queen Victoria Street London EC4V 4LA
T: +44 (0)20 7163 6377 E: [email protected] w: www.newton.co.uk/charities
Newton’s sole focus is investment management, with its guiding principle being to enhance the real wealth of its clients. It currently manages £50.7 billion on behalf of charities, pension funds and institutions.
Newton is committed to the charity sector and has a charity business that is very important to it. It has a well-established history as a UK charity investment firm, currently managing £3.8 billion on behalf of its charity clients. Newton uses a distinctive global, thematic approach which is incorporated in its specially designed charity pooled funds and segregated portfolio services. (Data as at 31 December 2014).
www.newton.co.uk/charities
To advertise in the Charity Times Suppliers Directory contact Sam Ridley 0207 562 4386
Odey Wealth Management
18 Upper Brook Street London, WIK 7PU
T: +44 (0) 2072081414 E: [email protected]
‘Odey’ comprises Odey Asset Management LLP and all of its subsidiaries and group companies, including Odey Wealth Management (UK) Limited. Authorised and regulated by the Financial Conduct Authority.
Odey is a respected investment firm known for its focus on performance.
Founded by Crispin Odey in 1992, today the firm employs 110 professionals with offices in London, New York, Geneva and Guernsey.
Odey manages c. £8bn on behalf of a diverse and international client base of private clients, charities and institutions who share Odey’s beliefs:
• Good investment management is about results – and not excuses; • Long term performance requires a flexible approach, a willingness to be early and contrarian and to act quickly when you are wrong; • Managers should invest their own capital alongside clients.
If you would like to learn more about us, please contact Fay Dalby on [email protected] or 0207 2081414
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To advertise in the Charity Times Suppliers Directory contact Sam Ridley 0207 562 4386
S U P P L I E R S D I R E C T O R Y
INVESTMENT MANAGEMENT
UBS
3 Finsbury Avenue London EC2M 2AN
Andrew Wauchope - Head of Charities E: [email protected] T: +44 20756 70166 W: www.ubs.com/charities-uk
Charity focused, performance driven
Access all the investment insight and guidance your charity needs through our dedicated team of experts, structured and ethical investment process and worldleading research.
The value of your investments may fall as well as rise as a result of market and currency fluctuations. You may not get back the amount you invested.
Authorised and regulated by Financial Market Supervisory Authority in Switzerland. In the United Kingdom, UBS AG is authorised by the Prudential Regulation Authority and is subject to regulation by the Financial Conduct Authority and limited regulation by the Prudential Regulation Authority. Details about the extent of our regulation by the Prudential Regulation Authority are available from us on request.
TSA
50 Andover Road, Tivoli, Cheltenham, GL50 2TL
T: 01242 263167 F: 01242 584201 E: [email protected] W: www.3sector.co.uk
Independent Charity Reviews
TSA provides independent investment reviews and training for trustees to assist with fund management.
We can help you with:-
• Reserves Policy
• Developing a comprehensive Investment Policy
• Investment policy review – aims & objectives
• Establishment of investment mandate for your manger to work with.
• Independent Search & Selection process – designed to help you look for the right manager
• Continual Trustee guidance to help monitor your investments, and keep up-to date
• Advice on Ethical & SRI approaches to investment
INVESTMENT RE VIE W SER VICES
Sarasin & Partners LLP
Juxon House 100 St Paul’s Churchyard London EC4M 8BU
Contact: John Handford
T: 020 7038 7268 F: 020 7038 6864 E: [email protected] W: www.sarasinandpartners.com
Sarasin & Partners manages 335 charities with over £5 billion in charitable funds*, representing 35% of the firm’s total Assets under Management. We also manage investments for UK private clients, pension funds, and other institutions with total funds under management of £14.1 billion (*as at 30.09.2014).
Our particular expertise is determining and reviewing the appropriate mix of asset classes suitable to meet the circumstances of each charity.
We are well known for our commitment to education having trained over 3,000 trustees. The reference for this training is our Compendium of Investment.
Sarasin & Partners LLP is a limited liability partnership incorporated in England and Wales with registered number OC329859 and is authorised and regulated by the Financial Conduct Authority.
• Tailored mandates
• Institutional investment process
• Bespoke trustee training
Waverton Investment Management
21 St. James’s Square London SW1Y 4HB
Contact: Stephen Browne
T: +44 (0) 20 7484 2065 E: [email protected] W: www.waverton.co.uk
Bespoke. Trusted. Boutique.
Waverton, formerly J O Hambro Investment Management, provides bespoke investment solutions combined with a highly personalised service. This allows us to deal with a range of mandates from the straightforward to the more complex and demanding. All charity portfolios, whatever their size, are managed on a segregated basis. We do not run a single charity vehicle or model portfolios as this inflexible approach is the antithesis of our culture.
• Dedicated charity team
• Direct relationship with portfolio managers
• Strong and consistent performance
Waverton Investment Management Ltd is authorised and regulated by the Financial Conduct Authority. The value of an investment can fall as well as rise and you may get back less than originally invested.
A focus on capital preservation and consistent returns
Ruffer is an absolute return investment manager. Instead of following benchmarks, we aim not to lose money in any single year and to deliver a return significantly greater than the risk free alternative of cash on deposit. Capital stability is essential to provide a sound platform for income generation and for growth of capital and income. By aiming to avoid the cyclical gyrations of the market, we aspire to provide a less volatile experience for our charity clients.
We manage over £15bn of assets including £1.5bn for over 200 charities. Our charity clients span all major charitable sectors and include some of the largest endowments in the UK. A dedicated portfolio manager works with each charity to build an appropriate segregated portfolio, which may include ethical screening if required. We also manage a Common Investment Fund, the Charity Assets Trust.
Ruffer LLP is authorised and regulated by the Financial Conduct Authority
Ruffer LLP
80 Victoria Street London SW1E 5JL
For more information contact: Christopher Querée
T: +44 (0)20 7963 8100 F: +44 (0)20 7963 8175 E: [email protected]
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To advertise in the Charity Times Suppliers Directory contact Cerys McLean 07766 662 610 or Aisling Davis 0207 562 2426
S U P P L I E R S D I R E C T O R Y
To advertise in the Charity Times Suppliers Directory contact Sam Ridley 0207 562 4386
S U P P L I E R S D I R E C T O R Y
Premier
8th Floor, AMP House Dingwall Road Croydon Surrey CR0 9XA
Contact: Ian Gutteridge
T: 020 3727 9800 E: [email protected] W: premiercompanies.co.uk
The multi award winning, nationwide provider of employee benefits &
independent financial advice. From de-risking to administering your pension
scheme, from educating your staff to reviewing your benefit strategy.
Premier See Change
PENSIONS CONSULTANTS, ACTUARIES AND ADMINISTRATORS
CharityJob
Hannover House, 76 Coombe Road Kingston upon Thames KT2 7AZ
E: [email protected] T: 020 8939 8430
Charity Times has joined forces with CharityJob the UK’s number 1 job site for the charity sector. With an average of 4,000 charity jobs advertised every month and over 350,000 job seeker visits, www.charityjob.co.uk carries more charity jobs than any other UK job board, saving you money and time.
To advertise your job vacancies on Charity Times and CharityJob website simply log into your CharityJob account. Alternatively call CharityJob on 020 8939 8430 or email the sales team at [email protected] for further assistance.
In order to help you generate the best response to your recruitment campaigns, we have developed a choice of great value job listing products. You’re listing on the Charity Times website is only £65 per vacancy if you book one of the following packages:
• SingleListing:£195+VAT • EnhancedPackage:£375+VAT
• EnhancedPlusPackage:£475+VAT • PremiumPackage:£575+VAT
RECRUITMENT
LOT TERIES
Lottery in a box
Phil Sawicki 2nd Floor Cavendish House 369 Burnt Oak Broadway HA8 5AW
T: 020 8381 2430, E: [email protected] W: www.fundraising-initiatives.org/en/products-services/Lottery-Canvassing/
Lotteries are a fantastic way for charities to raise money and recruit new donors, but setting it all up can be expensive. Fundraising Initiatives has the answer with Lottery in a Box; a fully managed lottery programme that allows charities to increase their fundraising income and recruit new & long term donors. It’s fully compliant, easy to set up and includes on-going management, prizes/jackpots and FREE Marketing Resources. With Lottery in a Box all the charity needs to do is decide how many new donors they wish to recruit and we take care of all the rest!
The People’s Operator (TPO)
John Finch Partnership Development Officer The People’s Operator 40 Underwood Street London, N1 7JQ
T: 0207 251 6648 E: [email protected] W: www.thepeoplesoperator.com
The People’s Operator (TPO) is the mobile network that gives back to causes: 10% of customers’ monthly spend is directed to their cause of choice at no cost to them. In addition, 25% of TPO’s profits are passed to the TPO Foundation to distribute to good causes.
TPO offers a great range of Pay Monthly contracts and Pay As You Go bundles, running on the UK’s biggest mobile network, supported 7 days a week by the TPO in-house customer services team.
Visit our website today to see how your cause can benefit:
www.thepeoplesoperator.com
MOBILE
Advertise your services directly to our subscribers using our Suppliers Directory
If you are a supplier to the charity and not-for-profit sector and want to maintain consistent visibility amongst potential customers then why not include your company within the suppliers section of Charity Times.Your entry would be listed for 12 months (print & online) and includes company logo, contact details and company description/products
Charity decision makers use this section to find suitable expert suppliers. So call us on 0207 562 4386 with your detai and we will create a listing to ensure that your company is visible within this valuable resource.
Call us on 0207 562 4386 www.charitytimes.com
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A challenging investment backdrop calls, we believe, for charities to take a truly active approach to investing. Being active is not simply about having the conviction to construct strategies and portfolios that look different from market indices. It means approaching all aspects of our clients’ interests in a thoughtful and committed way – from speaking up about the issues that shape investment opportunities and risks, to allocating assets across the capital structure with a clear perspective, investing responsibly and engaging with our clients on ethical concerns.
Call Stephanie Gore on 020 7163 6377 or email [email protected]
@NewtonIM
ALL SYSTEMS ACTIVE
This is a financial promotion. In the UK, this document is issued by Newton Investment Management Limited, The Bank of New York Mellon Centre, 160 Queen Victoria Street, London, EC4V 4LA. Registered in England No. 01371973. The value of investments and the income from them can fall as well as rise and investors may not get back the original amount invested. Newton Investment Management is authorised and regulated by the Financial Conduct Authority. The opinions expressed in this document are those of Newton and should not be construed as investment advice.
www.newton.co.uk/charities
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