A range of national experts are set to join senior leaders in Essex throughout the next six months to consider the implications and opportunities arising from major new developments in the county.
The Essex Communities programme has been commissioned by Essex Partners to engage the system in debate and discussion on the steps that we can take to maximise the economic, community and public health potential of new places.
The programme launched on 5 March with a keynote address to the Essex Assembly on the importance of adopting a whole system approach to designing new communities, collaborating with developers and exploring innovation.
Prof Rachel Cooper, President of the Design Research Society, described the human, material and financial factors that help to determine the success of a place and promote healthy outcomes for future communities. Rachel challenged us all to get involved early on in these discussions, and to be creative in engaging our communities in the design of our future places. You can view Rachel’s slides here
Exploring the potential of technology
The second workshop in the Essex Communities series; The power of technology: what does this mean for public services in new communities? will take place on 25 April, in Chelmsford, facilitated by NESTA. Attendees will explore how technology might shape the planning and design of new communities, and how this might influence future lifestyles, improve outcomes and reshape the relationship between people and public services.
The Essex Communities programme will be delivered during Apr-Sept 2019 to encourage Essex leaders to shape the choices made in designing major new developments to:
Have a positive impact on economic, social and health-related outcomes;
Create opportunities to develop new models of public service delivery; and
Originally published by charitytimes: www.charitytimes.com
Written by Charity Times staff writer
26/03/19
JustGiving has scrapped its 5 per cent fee for charities in the UK, in the company’s biggest model shake-up since inception.
The online giving platform will be completely free for UK charities and will instead rely on voluntary contributions from donors to support the operation of the platform – a move designed to increase choice for donors and income for charities.
JustGiving’s decision follows the removal of platform fees for all crowdfunding, disasters and major incidents, which JustGiving announced in October last year.
“Today, JustGiving is taking an exciting step into the future by removing our platform fee. This change means lower costs for charities, transparency and choice for their supporters, and a sustainable future for the UK’s biggest and best platform for giving,” JustGiving general manager, Keith Williams said.
“We believe that people who donate through JustGiving money will be going to their chosen charity, and by making a voluntary contribution to the UK’s most-trusted giving platform we can continue to help charities and individuals raise even more money for good causes. That’s why we’re putting more power in the hands of our donors.”
In October 2018, JustGiving also announced a consultation regarding its Gift Aid reclaim service, which aims to allow charities to save money and time when reclaiming Gift Aid through the platform.
Following the consultation, JustGiving has announced it is changing its terms of service to allow charities to opt out of the Gift Aid reclaim service if they wish.
“JustGiving helps many charities, particularly smaller organisations, to focus their efforts on fundraising rather than on paperwork,” Charity Tax Group finance regulatory and taxes manager, Richard Bray said.
“The Charity Tax Group welcomes this contribution to the charity sector and looks forward to continuing to work with JustGiving to help future-proof Gift Aid as we move into an increasingly digital age.”
Two Alliance Steering Group members - CVS Uttlesford and Maldon and District CVS – were this week shortlisted for an award in the inaugural NAVCA (National Association for Voluntary and Community Action) awards recognising the contribution of voluntary sector infrastructure across the county.
The nomination, which was received in the Collaboration and Partnership category, was in recognition of the strong partnership work that had taken place between the two organisations to set up the Essex Shed Network partnership. The initiative attracted a three-year funding stream from the National Lottery for the development and expansion of Men in Shed projects across Essex.
MDCVS Director Sarah Troop said “I’m immensely proud that Maldon and District CVS and CVS Uttlesford were shortlisted in this category. The fellow nominees are all so impressive so to be recognised alongside them is a great achievement for our small teams.”
CVSU CEO Clive Emmett said “I was extremely pleased to have been shortlisted for these new NAVCA awards and we count ourselves privileged to reach the point we did in the process considering the strong field. I am also very pleased that it was in partnership with our colleagues at Maldon CVS, an organisation we find it very easy to work with collaboratively.”
Read more about the awards, winners and other shortlisted organisations here https://navca.org.uk/navca-awards-winners.
Harwich-based voluntary and community organisations are encouraged to apply for grants.
ECF is pleased to work with a number of local businesses including Galloper Offshore Wind Farm and the Harwich Haven Authority who want to support local projects and activities.
To discuss your funding needs, please call the grants team on 01245 356018.
Originally published by charitytimes: www.charitytimes.com
Written by Lauren Weymouth
15/03/19
The Institute of Fundraising has launched a new diversity ‘access fund’, which is designed to raise £10,000 to fund bursaries for the Fundraising Convention in July.
The fund aims to enable a diverse range of fundraisers to develop their skills and experience by providing bursaries for individuals to attend the IoF event, which is held at the Barbican in London.
The IoF will invite fundraisers who self-identify as BAME (Black, Asian or from a Minority Ethnic background), LGBT+, or disabled to apply from 2 April 2019.
Successful applicants will receive bursaries for travel and accommodation costs, as well as a ticket for one or more days to the convention.
Last year, the IoF awarded bursaries to 23 people who would have otherwise been unable to attend and contribute to Fundraising Convention.
Commenting, IoF chair, Amanda Bringans said: “Our community currently lacks the real diversity it needs to fulfil its potential to support the causes we all care about. This is not only unacceptable but means that we are missing out on so much talent. That’s why we are asking for donations to support the Diversity Access Fund, an early step for us to achieve our ambition of a more equal, diverse and inclusive profession.
“We have already received many generous donations from the fundraising community and hope that with the support of fundraisers, organisations and partners within the sector, we can raise a further £10,000 so that more people from diverse backgrounds can attend Fundraising Convention.”
Originally published by charitytimes: www.charitytimes.com
Written by Kate Collins
13/03/19
Social media platforms can feel overwhelming for the digital novice, but they can also be an excellent way to lead your charity. Kate Collins, winner of this year’s Social Media CEO of the Year Award, talks through some of her top tips for using your personal social media accounts as a way of engaging with staff, communities and beneficiaries – and being a better leader for it.
Give it a go
Social media platforms including Twitter can seem overwhelming and a bit alien. I was wary initially and unsure where to start, but after joining I realised that I had been missing out on so much. Now, Twitter is integral to my way of working – I chat with staff, supporters, peers, sector leaders, opinion formers, and thinkers who inspire me. My advice is to just give it a go and find out what it can offer you – it might not be for everyone, but I can’t imagine doing my role without Twitter now, and that might be something you find too.
Be yourself
Authenticity is key – don’t just make it re-tweets of your organisational content. Being proud of your organisation and sharing content is important, but you also need to say what you think, be you and bring your voice to the conversation. People can clock a template tweet from a mile off – they’re not listening to you for that, they want to get a sense of the person behind the job title.
I use Twitter in a human, playful way – I do love a gif! – and that’s because I love to be a bit playful and have fun when I’m with people in person, so it makes sense to be myself on social media too. Not everyone loves a gif, but I am keen to share a sense of what I’m like as a person and not just a corporate face. Just as I take my ‘whole self’ to work, what you see on Twitter is pretty much what you get in person (although I try not to swear on Twitter and am not as good at that offline). By using Twitter in a way that feels like ‘me’, I’m able to bring my role and the organisation to life – ideally giving people a sense of what I think and feel, how passionate I am about Teenage Cancer Trust and what makes me tick.
I try to amplify positivity on social media whenever I can, cheering on other organisations and sector leaders when they’ve done work that’s inspired me. The more we amplify the great work and people across the sector the better it is for the vital work our organisations do.
Listen
Social media is all about conversation and dialogue, it shouldn’t be a one-way street. Being able to engage and acknowledge the incredible community of people who support, or are supported by, Teenage Cancer Trust provides an incredible opportunity for me to be connected to them. I listen to their views on what’s working for them, what’s not, and what they’d like from us in the future. I also take note of any recurring themes and share these insights within the organisation.
Know your audience
It’s so important to understand what the people who follow you engage with and like. I’ve written tweets that I thought would really engage and been greeted with tumbleweed – often they are the things I have thought about too much – so you need to experiment and give things a go. It means you can suss out where you – and your style – can add value on social as a CEO.
Your audience may come from many different walks of life, so it’s vital to draw on your own personal experience to meaningfully engage with all of your followers, not just your peers.
Curiosity is key
Follow people whose opinions can challenge your own and provide a different perspective. Avoid creating an echo chamber as much as you can. It’s good to be curious and helpful to get a holistic view of issues that interest you and are important to your organisation.
Know when to switch off
Know when to turn off. Social media is 24-7 but you don’t have to be. I have a long commute, so am really active on social then and do keep an eye on things over weekends – especially if there are events happening as it’s important for me to engage with supporters in real time, letting them know I am cheering them on virtually if not at an event in person. But likewise, I do delete the app from my phone when on holiday and let people know I’ll be quiet for a bit. It’s important to give yourself a break.
Kate Collins is the chief executive of Teenage Cancer Trust.
Originally published by charitytimes: www.charitytimes.com
Written by Lauren Weymouth
13/03/19
There must be a revolution in the charity sector to ensure it is fit for the 21st Century, feminist activist Esuantsiwa Jane Goldsmith has said.
Speaking at ICSA: The Governance Institute’s annual Charity Governance Conference on Friday 8 March, Goldsmith, who is the director of Anona Development Consultancy, claimed “business as usual won’t do anymore”.
“We are doing our best; but is it fit for the 21st Century?” she told delegates, calling for boards to “be the change we want to see”.
Goldsmith urged boards to be diverse and more inclusive, as well as participatory and active. She said added value and shared leadership are also essential is the sector is to improve.
She added that in order to meet the challenges of the 21st Century, the sector must “respond with imagination and creativity, transformatory leadership, new structures and new ways of working”.
“We have inherited a very special space, very precious, essential to democracy and for citizen’s empowerment, and we should guard it with our lives. Expand it, share power and leadership, champion a new generation. Make it fit for the 21st Century. To do this, we have to be clear about our rootedness, our role, and what we stand for. We need a new narrative, new purposes, different language and fresh concepts.”
She suggested the sector needs to change in the following ways:
• Ditch the notion of ‘charity’ dispensed by the great and the good – and the rich
Become part of an international solidarity movement, of equal partners, led by our values, and by people with lived experience of diversity, poverty and disadvantage.
• Share power
Become powerful by making those around us feel empowered and respected. Seek power with others instead of power over others.
• Diversity literacy
Representative, participatory board members reflecting the societies in which our organisations work.
• Build new relationships
Tear down the distinction between donor and beneficiary; we are all beneficiaries of a better world.
• Speak truth to power
Be bold. Reconnect with our roots. Big up our sector and the people who work within it, build on what we have, standing on the shoulders of giants and amazons.
She also claimed a different vision should be created for the board, which would include not calling it ‘a board’.
“It should be more of a citizens advisory group of critical friends and activists, user-led, accountable, inclusive; a sounding-board if you like,” she said.
She added that sounding-boards will be ‘leaders of change’, playing a strong leadership role in achieving social change by what they do, who they are, what they represent, and their relationship to their organisations.
Furthermore, Goldsmith said there should be new ways of working, such as emphasising teamwork, collaboration and activism. This would incorporate self-care, collective care and self-awareness about the impact we have on others.
Diverse board members is also essential to building better boards, she said, which should be “connected to activism in the local community, reflecting the societies in which we are living and working.”
“Social justice organisations should pay board members an honorarium – otherwise how can ordinary people afford to serve?” she added.
Finally, she stressed boards must “lead by example”, which means being less hierarchical and more responsive, with systems and structures that recognise, respect and work alongside the power of communities.
Originally published by charitytimes: www.charitytimes.com
Written by Mark Evans
12/03/19
Trust in charities is highly variable between different countries, with the US currently possessing high levels of trust, while the Netherlands and South Korea have much lower levels.
Not only is trust geographically effected, but trust can rise and fall rapidly, an example of which is Ireland, where trust has gone from very high levels to comparatively low, dropping from 74 per cent to 48 per cent across only six years.
In the UK, trust resides at 52 per cent, joint second with New Zealand to the US (56 per cent), and ahead of Australia (51 per cent), Canada (49 per cent), Ireland (48 per cent), Germany (45 per cent), Netherlands (46 per cent) and South Korea (26 per cent).
These are some of the key findings in a report from nfpSynergy and Australia’s More Strategic that analyse the global attitudes towards charity. The report, Fundraising Around the World, considers the factors affecting public support for charities and fundraising across nine countries, finding patterns of similarity as well as differences.
The impact of different causes varies greatly between countries, with environmental charities standing out as being more prominent in non-Anglophone European Germany and the Netherlands, where trust is in general also lower.
However across all countries, one repeating pattern is that women and higher social grades tend to be stronger supporters of charities, while men are likely to be significantly more annoyed by fundraising tactics. Likewise, older people and higher value donors are in a place of dynamic tension, with high enthusiasm for donating and high levels of giving, but often also feeling hugely under pressure and overwhelmed by the requests they receive.
Particularly considering the UK, where trust in charities has been highly volatile over the period considered (six years) in contrast to high-trust institutions such as the armed forces or low-trust ones such as political parties.
Trust remains a vital indicator of fundraising success. An overwhelming majority of those from the US (79 per cent) reported that donating made them feel good, compared to around half in Germany (47 per cent) and the Netherlands (50 per cent). South Korea appears to be an outlier here, with a high percentage enjoying giving, but with low trust levels.
However in most countries there is a feeling that donors are overwhelmed by the number of requests – with Australia, the UK and New Zealand donors likely to be most sensitive to this and representing over half of the respondents. Only in Germany and South Korea is this less than a majority.
A part of the trust issue might also appear to be linked to communication, with a significantly higher proportion of those from the US likely to say that they feel charities respect them and keep them informed about where their money goes when compared to other countries. This would imply that charities around the world can learn from the example of US charities in their treatment of donors and in their communication of their impact.
Of course, controversies will have an impact upon trust. Take Ireland, for example, which has had a striking drop in trust in recent years and is a reflection of the confidence that Irish people have in how charities themselves are run. Just 30 per cent of respondents in Ireland believe that charities are ethical and honest, compared to over 50 per cent in the US, Australia and New Zealand.
Causes will, naturally, have an impact, and this too varies geographically, but to a far lesser degree than might be predicted. There was a substantial level of similarity between countries with cancer tending to be the most popular cause in most countries (with the exception of the US and especially South Korea and Germany), while children/young people was often the second most popular cause for favourite charities, with animals also tending to be high on the list.
Equally interesting is how armed forces are very popular in the US and the UK, but not Canada, New Zealand or Australia, despite the shared military history in many of the twentieth century’s major armed conflicts.
Trust is vital, it might vary, but achieving it is not only about possession of ethics and efficiency, but also an issue of communication. Although there are differences between the structures in the countries surveyed, there are similarities that allow each to learn from each other.
Originally published by charitytimes: www.charitytimes.com
Written by Lauren Weymouth
11/03/19
Charity chief executives work an average of three months a year for free, a new ACEVO survey has revealed.
The ACEVO annual Pay and Equalities Survey 2019 has revealed CEOs work on average 10 additional hours per week, equivalent to around three months a year.
ACEVO chief executive Vicky Browning claims this can “seriously impact wellbeing and even lead to burnout”, highlighting the need for trustees to ensure they take seriously their duty of care to the CEO as well as to beneficiaries.
“Most CEOs in our sector see leading their organisations as a privilege. Long hours are often accepted as a symptom of limited resources facing unlimited demand. But working an extra one and a half days over the standard five can seriously impact wellbeing and even lead to burnout,” she said.
Many CEOs are also being paid less than when the survey first began, with the average salary standing at £52,000, compared to a high of £60,000 in 2013.
Furthermore, the survey found over a third of charity CEOs (35%) have no regular appraisal. This improves as the organisation size grows, with only 16% of large charities but 44% of small charity CEOs having no appraisal.
However, 68% of small charities offer flexible working compared to only 46% of charities with an income of over 15m, results showed.
Diversity continues to be an issue among charity leaders, with BAME respondents accounting for just 6 per cent, despite one quarter of respondents residing in London, which has a higher percentage of BAME residents than the country as a whole.
The number of disabled CEOs was also under representative, and despite the number of female respondents having increased, the data indicates this is broadly limited to white, non-disabled women.
The survey found there still remains a gender pay gap of 13.8%. ACEVO said It is not possible to identify a reason for this but cumulatively slightly more male CEOs in large charities, in older age brackets and with post-graduate qualifications may be having an effect.
“It is positive to see the percentage of female CEOs better reflect the voluntary sector workforce. But as in previous years the percentage of female and male BAME CEOs is too low, as is the number of disabled CEOs,” Browning said.
“The Pay and Equalities survey shows us that more needs to be done ensure all charities are supportive and inclusive workplaces that enable CEOs and staff to thrive and better meet their charitable mission.”
The UK will leave the EU on 29 March 2019. If there is no deal in place, this would impact how organisations exchange personal data.
Although the UK’s own data protection standards would remain the same (the GDPR will come into our domestic law), there would be changes to how personal data transferred from the EU/EEA to the UK. This could affect your organisation.
It is important for organisations, as a priority, to review whether they would be affected. For those that would be affected, practical advice and support from the ICO is available here, including ‘Six Steps to Take’ to help you understand the implications and prepare.
Other information on how leaving the EU may affect your organisation, and what you can do to get ready, is available gov.uk/euexithere.