tag:blogger.com,1999:blog-11890643572838559362024-03-14T05:04:43.515+00:00Bubb's BlogThis blog promises to reveal the inside track of a third sector leader influencing in Whitehall, championing professionalism and causing a stir.<br><br>
Sir Stephen Bubb is CEO of Charity Futures, which promotes better charity governance and leadership. He was formerly Chief Executive of ACEVO (Association of Chief Executives of Voluntary Organisations) until 2016.<br><br>
His blog is part of the British Library’s national blog archive.Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.comBlogger1438125tag:blogger.com,1999:blog-1189064357283855936.post-61054812025947572692017-09-05T11:42:00.000+01:002017-09-05T11:42:55.803+01:00Why the toad leaves the hole: the charity transparency paradox<div class="Body" style="line-height: 150%;">
<span lang="EN-US">We hear an awful lot
about “transparency” in the charity sector whether we are discussing the future
or considering how to avoid scandals. Transparency is brought up whether you’re
talking about pay, governance, technology, recruitment, switch to digital,
fundraising and everything in between. It is in the news again after Which? </span><span class="Hyperlink0"><span lang="EN-US"><a href="http://www.thirdsector.co.uk/which-accepts-three-six-governance-resolutions-put-forward-pressure-group/governance/article/1443061"><span style="color: blue;">supported</span></a></span></span><span lang="EN-US"> future
AGM votes on transparency-enhancing governance measures and the Charity
Commission publicised advice on salary declarations. But frankly it is often little more than a
mantra. <o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">There is a general
presumption that goes like this:<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<i><span lang="EN-US">If charities are
more transparent, then the public will pay attention, they will see which
charities are good and which are bad, and accordingly support the best ones and
shut off the worst. This will allow the sector to flourish, and will ensure
charities cannot stumble into crises, indefensible spending, PR disasters or
toxic leadership decisions.<o:p></o:p></span></i></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">This logic may be neat
but doesn’t reflect the real world. I don't buy it. To obtain the benefits
above more than transparency is needed. <o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">Transparency in our
sector means that the public, or very small section of concerned citizens any
rate, get to see “how the sausage is made”. <o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">The problem is: most of
them don’t know how a good sausage should be made, so will often judge
perfectly good sausages harshly. The problem is compounded by the fact that
some widely known purveyors of delicious pork meat actively misdirect the
public as to appropriate banger composition.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">Transparency for its
own sake, say, publishing minutes of all subcommittee meetings or tables of
salaries can be an empty exercise. And who on earth is interested in minutes? A
list of salaries in misleading unless it is taken in context. A good charity,
one that is delivering excellent service or research but is straining at the
edge of its resources, could easily be judged as a chaotic failure that needs
intervention or closure. A mature medium-size charity that is ticking along and
spending a sensible sum on a review of its board and paying for one-off
strategy training for senior team to stay relevant and socially useful, could
look wasteful, complacent, and self justifying.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">The current craze for
publicising salaries tells you little about how the charity is run. Frankly a
charity with a CEO on near the average wage, say £30k, might get approving nods
in the <i>Daily Mail</i> but could be
useless at delivery to beneficiaries.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">As the saying goes, a
little knowledge is a dangerous thing. If charities are much more transparent,
but the public and media don’t know what they’re looking for, the wrong
organisations could be hounded and the wrong ones wreathed in laurels. To
borrow a concept from the private sector (something charities are constantly
encouraged to do) the crusade for greater transparency is an attempt to create
a “market” with “perfect knowledge”. We all become cleaver-wielding butchers.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">The logic above then
assumes the public will have the perfect rationality to act appropriately.
However, we know people don’t act in a
perfect rational manner, hence the whole field of behavioural economics. In any
case, the would-be charity judges would not have perfect knowledge because they
do not know what makes a good charity. <o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">Indeed, most of us <i>in
the sector</i> don’t claim to know exactly what makes a good charity. This is
why we have the debate about how to quantify and compare impact.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">There is excellent
research and considerable resource funnelled towards answering this question. Until
this has been broadly resolved, until our sector can present a more or less
united front agreeing how our good can be measured, then the transparency
crusade will be over-reaching.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">Of course charities
should not regress in their openness or attempts to explain themselves to the
public: if any charity has an urge to cover something up, it probably should be
revealed. Transparency lets us catch the outright frauds, incompetents and
crooks – at least those unable to obscure their maleficence behind legal
justification or accounting contortion.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">Current norms should
let the media do their job of highlighting the rot, but perhaps also invite
them to attack the healthy. At the moment, overexposure and transparency for
transparency’s sake, when there is no good benchmark for judgement, means the
sector risks opening itself to critique from those who may have little idea
about how a charity should be run. Indeed the nonsense on the salary front is
revealed when you get members of the public saying they are surprised that charity
CEOs are paid at all! <o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">Analysis from the
website<i> Giving Evidence </i></span><span class="Hyperlink0"><span lang="EN-US"><a href="https://giving-evidence.com/2017/07/27/mega-charity/"><span style="color: blue;">shows</span></a></span></span><span lang="EN-US"> that there
has been and continues to be a strong bias towards old established charities
gathering more confidence and funds than newcomers, even though the last 20
years have shown an explosion in all forms of datasharing. Perhaps this means
that the oldies are just the best, but I’d guess it implies the public just
doesn’t scrutinise the information in the manner market theory suggests. <o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">If we want the
information revolution to really help sort the hog from the swine, our
transparency efforts must be twinned with bold, clear public information on
what to look for.<o:p></o:p></span></div>
<div class="Body" style="line-height: 150%;">
<br /></div>
<div class="Body" style="line-height: 150%;">
<span lang="EN-US">So perhaps the Charity
Commission should address the need for better communication of the job of
charities and the great work they do than their current guidance on charity
salaries. Frankly we have seen a little too much of the finger wagging of the
Commission and too little of the promotion of the great work we do. I get a
little tired of the negative publicity that is often engendered by the
Commission when we would all like them to understand you promote trust in
charity not just by finger wagging but by solid hard work in promoting our
worth to the media and general public. Let's have some transparency about just
how many lives are saved by our work in the refugee camps or amongst the
homeless and the destitute. A transparency agenda driven by the likes of the <i>Daily Mail</i> is not one to which I wish to
subscribe. <o:p></o:p></span></div>
<br />
<div class="Body" style="line-height: 150%;">
<br /></div>
Sir Stephen Bubbhttp://www.blogger.com/profile/00567460904404821772noreply@blogger.com12tag:blogger.com,1999:blog-1189064357283855936.post-31390681006251959182017-07-21T09:34:00.000+01:002017-07-21T09:34:07.579+01:00Guest blog: who studies charities seriously? <div class="MsoNormal">
<i><span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">This
blog was written by Harry Brooks, who was on work experience with us this week.<o:p></o:p></span></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">Research is one of the most important aspects of the third
sector, often relegated behind more glamorous aspects like fundraising and big
donations from philanthropists etc. I’ve spent the last week delving deeper
into this key field, and what goes on outside of the UK. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">My initial impression of the academic research scene was
the difficulty in getting any information, truly like getting blood from a
stone. The lack of a centralised list of institutes and centres presented the
main challenge, especially when approaching non-English speaking universities. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">There were however some very useful resources that
provided a foot in the door. From there it became obvious that the Anglosphere
is still the dominant research area, from the UK to the USA, and a reasonable
number of contributions from both Canada and Australia. The general feel from
this was that as countries with very close links to the UK their third sectors,
and subsequently their research, is also similar in content and scope.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">The USA deviates from this slightly as it has a less
regulated sector, in terms of charity foundation and tax breaks. However their
sheer number of institutes makes up for this. When compared to their Anglosphere
counterparts, continental European higher education establishments with third
sector research seem few and far between.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">The main two institutes that I found in continental Europe
were however, large, and in the case of the WU (</span><span style="background: white; font-family: "Roboto Light"; mso-bidi-font-family: "Roboto Light"; mso-fareast-font-family: "Roboto Light"; mso-highlight: white;">Wirtschaftsuniversität
Wien-Vienna University of Business and Economics)</span><span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";"> rather
prestigious. Their research is quite wide in scope, from Czech NPOs (non profit
Organisations) in Masaryk, and Austrian organisations at WU to general
management to the accessibility of data about the third sector. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">As we move further afield towards Asia, there is a clear
absence of academic rather than corporate research centres. China seems to be
trying to buck the trend by partnering with universities and established
philanthropists like Bill Gates in order to try to achieve parity. I came
across an institute based in Karachi however, with a feature that I found
rarely in my search and prevented any further insight - limited access to
research. For the Karachi institution there were no examples of papers that did
not require a registered paid account, so I was forced to move on<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">Even amongst the corporate centres in Asia, the focus on
philanthropy was clear and perhaps highlights the meteoric rise in numbers of
high earners in this area, particularly China and India. However, as has been
seen in recent disasters, this growth has somewhat applied to charity too, with
more and more people able to see the positive effects it can have. Religion is
also very closely linked with at least some charity in almost all places but
China. Despite this China is not devoid entirely, instead mainly populated by
foreign entities like UNICEF and the Rotary Club.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">Beyond the three continents above there are a very limited
number of research locations, especially in Africa, although this may be due to
prioritising research in other subjects, seen as more traditional. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">I think that while it always pays to be cautious, the
concerns of many that charity research has reached somewhat critical levels are
thankfully a bit pessimistic, and that across the Anglosphere, and to an extent
the rest of Europe and China, the only way is up.<o:p></o:p></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Roboto Slab Light"; font-size: 12.0pt; line-height: 115%; mso-bidi-font-family: "Roboto Slab Light"; mso-fareast-font-family: "Roboto Slab Light";">Harry Brooks<o:p></o:p></span></div>
<br />
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<br /></div>
Sir Stephen Bubbhttp://www.blogger.com/profile/00567460904404821772noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-38281908502511916892017-07-03T19:30:00.000+01:002017-07-03T19:30:28.597+01:00History of Charity lecture, New College, Oxford, 3 July 2017My lecture is available to download <a href="https://www.pdf-archive.com/2017/07/03/history-of-charity-lecture-online-copy-30-6/history-of-charity-lecture-online-copy-30-6.pdf">here</a>!Sir Stephen Bubbhttp://www.blogger.com/profile/00567460904404821772noreply@blogger.com3tag:blogger.com,1999:blog-1189064357283855936.post-17646749631479227072017-06-29T11:30:00.000+01:002017-06-29T11:30:12.357+01:00Politics and our Third Sector <div class="MsoPlainText">
I was delighted when I saw that Baroness Dianne Hayter
had been elected as the Deputy Leader of the Labour Lords. Dianne, when she was
Director of Alcohol Concern, was one of the founders of the Association of
Chief Executives of Voluntary Organisations (<a href="https://www.acevo.org.uk/">Acevo</a>),
some 30 years ago. She has been a passionate advocate of our sector in the
Lords since her 2010 elevation. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
She joins Baroness Smith of Basildon, the Leader of
Labour in the Lords. Angela was the Third Sector Minister in the Brown
Government and she knows the importance and value of the sector in driving
change. She and Dianne are powerful advocates for us. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
But what of the Government benches? <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
It's interesting that two such prominent sector stalwarts
are in such positions. It contrasts with the decline in interest in charities
by recent governments. The position of Third Sector Minister, a post set up in
the Cabinet Office by Tony Blair in 2006, at the heart of the executive, and
given to then-rising star Ed Miliband, has been repeatedly downgraded. Angela and
Ed were Minsters of State. Now we have an Under-Secretary in the Culture, Media
& Sport Department, where the current post-holder is also responsible for
sport, a busy and respectable portfolio in itself. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
Charity is so far down the pecking order it hardly
matters in Whitehall. And let's face it, you would be hard-pressed to find
mentions of charity in recent party manifestos. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
To be fair, this decline in interest is matched by the
pusillanimous behaviour of many charities, which now appear to find it hard to
say “BOO!” to a goose , let alone anyone in government. These days unless you
flex a muscle you will be walked over. I may not like the DUP but they know
what they want and bully their way to getting it. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
This is degrading and stupid. What we have seen with the
tragedy at Grenfell Tower is how impotent the state can be, but how powerful
charities and civil society are. <o:p></o:p></div>
<div class="MsoPlainText">
Increasingly third sector work in social care, in
hospitals, in disability roles, in rehabilitation and employment, and in education,
charities and social enterprises play a major role. More than a third of all
mental health services are provided by charity. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
We know that public services are under strain. We know
that state provision often neglects the consumer or beneficiary. We know that
often the third sector has the answer to better and more cost effective
service. Look at care for the elderly: a third of beds in hospital are occupied
by the frail elderly. Many of them could
be better cared for at home or in community provision. That is cheaper and
better. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
I'm giving a lecture at New College, Oxford on Monday on
the history of British charity. We have a proud and noble tradition. I will speak
of our record in public service delivery, our campaigning and advocacy that
have achieved so much social reform. Sadly it appears that for some this record
is hardly worth a thought.<o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
The government is wilfully neglecting the role charities
can play. It's time the current administration woke up to the power and
potential of our sector. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
Sir Stephen Bubb<o:p></o:p></div>
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<br /></div>
Sir Stephen Bubbhttp://www.blogger.com/profile/00567460904404821772noreply@blogger.com3tag:blogger.com,1999:blog-1189064357283855936.post-86099569080571585192017-04-18T11:14:00.000+01:002017-04-18T11:14:36.973+01:00Tweaking Governance Incentives<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="line-height: 150%;">
Societies’ need for the work of
charities is complex. It is affected by the social and political systems, the
economy, population growth, government policy, private sector’s social
responsibility, and climate & environment, to name a few. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
Charitable endeavour is likewise
affected by need itself, as well as levels of donations, professionalism,
governance, public opinion, government policy & relations, voluntarism, and
philanthropy. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
There are lively debates in the
third sector on fundraising practices, on the use <a href="http://effectivephilanthropy.org/rct-not-rct/?utm_content=51149775&utm_medium=social&utm_source=twitter">of
Randomised Control Trials</a>, the <a href="https://www.ft.com/content/6083f74c-0260-11e7-aa5b-6bb07f5c8e12">best
ways to demonstrate impact</a>, and <a href="https://80000hours.org/">the
nature and practice of individual altruism</a>. There has also been some
focus on governance itself, as displayed in the House of Lords Select Committee
on Charities’ recent report: <i><a href="https://www.publications.parliament.uk/pa/ld201617/ldselect/ldchar/133/133.pdf">Stronger
Charities for a Stronger Society</a>.</i><o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
Rather than propose a big
shock-and-awe intervention in governance, this blog is an attempt to think
through the incentives and disincentives that affect those engaged in it. There
is no silver bullet for fixing charity governance, no easy-to-follow formula. A
board can have a diverse set of talented people who meet at appropriate
intervals with adequate information – they can look perfect on paper –
and still fail the charity they are meant to steward. Likewise a board that by
description sounds chaotic can, with devotion and passion, steer a charity to
robust growth. As we know from experience, governance is both about good
process and strong dynamics in the organisation. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
We know that weak governance can
cause serious problems for charities, and that boards which just keep a charity
ticking along, without effectively challenging and stimulating the executive
team, fail in their duty to help their charge be the best it can be for
beneficiaries. We also know that if the relationship between a Chair and a CEO
is bad then this will affect delivery and effectiveness. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
One way to think about this is to
go back to basics, at least so far as management studies and behavioural
economics would say: what are the incentives and disincentives for people
becoming trustees and doing their duty as well as possible? <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
Once we’ve established those, we
can look at suggesting tweaks to the system to minimise the deterrents and
boost the encouraging factors.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
The list below is far from
exhaustive and we’d welcome more suggestions. The list does not assign weight
to each factor, so more items in a column doesn’t mean we think that column is
overall more compelling. The factors certainly don’t all apply to all boards
equally, or at all.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<b><br /></b></div>
<div class="MsoNormal" style="line-height: 150%;">
<b>Incentives</b><o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Belief
in charity’s purpose, goals and work<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Interpersonal
reasons (favour for friend/family)<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Warm
glow/ advancement of spiritual enlightenment/ faith <o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Enjoyment
of the trustee role<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Social
status/acclaim<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Social
expectation (those of high standing; religious obligation)<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Career
advancement (looks good on CV; builds experience; contacts & prestige)<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Good
relationship between board and senior team<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<b><br /></b></div>
<div class="MsoNormal" style="line-height: 150%;">
<b>Disincentives</b><o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Time
commitment (including holiday days taken up, evenings reading, fundraising
events; opportunity cost over leisure or earning)<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Weight
of responsibility and tough board choices (even if you vote against)<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Pecuniary
liability if things go wrong<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Legal
and regulatory scrutiny (and related stress)<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Risk
of media and moral hazard, community distrust<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Costs
of travel, sundry expenses<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto;">
- Learning
strain (trusteeship training or self-education) or feeling out of depth<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%;">
- Boredom/diverts
from passion of frontline volunteering<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="line-height: 150%;">
- Competition
from other non executive posts that offer remuneration<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
This prompts a few simple ideas to
minimise the latter column. They would not revolutionise charity governance by
any stretch, but taken together, could increase diversity, attendance,
enthusiasm and confidence.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<b><br /></b></div>
<div class="MsoNormal" style="line-height: 150%;">
<b>A. Volunteer days in law</b><o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
If the state made employers offer
3-4 days, or even half-days, as paid leave specifically for volunteering this
would free up countless individuals who would like to join boards but cannot
justify taking so much time off. The third sector often discusses the personal
growth benefits to serving on a board – these could be useful to the trustee’s
main employer too, so volunteer time should not be seen simply as holiday, but
as a form of constructive training. <br />
The flip side would be: hold all board meetings outside work/study hours. This
presents travel problems but is often the easiest solution…<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<b><br /></b></div>
<div class="MsoNormal" style="line-height: 150%;">
<b>B. Normalise travel costs being
paid by the charity</b><o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
The cost of travelling to and from
board meetings is a barrier to entry for some potential trustees. Charities are
already encouraged to expand their capacity for holding meetings using digital
communications technology, but this too presents affordability challenges
(laptop, microphone, broadband line). Charities that can should consider
normalising the cost of travel (and other similar expenses) to and from board
meetings – many already do.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<b><br /></b></div>
<div class="MsoNormal" style="line-height: 150%;">
<b>C. Recruiting and paying
trustees</b><o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
As discussed by <a href="https://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved=0ahUKEwiy54bXwvnSAhWpI8AKHVIEDicQFggmMAI&url=http%3A%2F%2Fwww.thinknpc.org%2Fpublications%2Fit-starts-from-the-top%2Fnpc-it-starts-from-the-top-2%2F%3Fpost-parent%3D17617&usg=AFQjCNGYinasmWkt9C48nxim10jnxC9UTA&sig2=lzNJuxembCjAmTuWoSz7pg&bvm=bv.150729734,d.ZGg">New
Philanthropy Capital</a><span class="MsoHyperlink">, </span>it may be
appropriate to consider paying trustees in more cases than we currently see.
Recruitment should also be open (at least on the charity’s website and social
media if not through an HR firm) to avoid any accusation of bubble-headedness
or cronyism. Payment need not be shockingly high or comparable to a salary, but
could compensate those who really can’t give up working time, however much
they’d like. This is often a constraint for having proper
beneficiary/service user representation on a board and should be considered
deeply as a matter of diversity – only with genuine diversity rather than
tokenism can a board fulfil its proper function of testing and challenging the
executive. Modest payment also allows a charity to demand adequate time from
its board to take appropriate reading and training/development steps if
available.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
Some argue that this changes the
dynamic of what volunteering is about, what board service means. Is this really
a problem? Are we willing to accept less-than-optimal governance for the sake
of a vague Victorian sense that voluntarism is inherently noble, to the
detriment of those unable to work for free?<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
Of course there are myriad other
suggestions that would affect governance, and hopefully have a knock-on effect
in charities’ impact – reform and support for and from the Commission; a public
better educated in the realities of fundraising and charity action; better
training and resources for boards of all stripes – but these are fuzzy,
indistinct. The improvements suggested above are simple, and B & C can be
done by charities tomorrow, without any long legislative process. Idea A can be
supported by individual employers tomorrow, again, if the private sector sees
what it can do to help (and to promote its employees’ responsibility and
skills). The ideas explored here could apply equally to social enterprise
directors, small charity boards or global research foundations.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<br />
<div class="MsoNormal" style="line-height: 150%;">
Sir Stephen Bubb<o:p></o:p></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com2tag:blogger.com,1999:blog-1189064357283855936.post-82138383024454326362017-02-22T14:38:00.001+00:002017-02-22T14:39:35.944+00:00The fantasy of a well-supported charity: Spontaneous Combustion Support<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="line-height: 150%;">
Imagine a fictional charity,
Spontaneous Combustion Support (SCS). This charity, as the name implies,
provides advice, preventative care services, and post combustion family
counselling, for sufferers of the grave affliction. The most visible work it
does is sending volunteers and medical professionals to identify suspected
sufferers displaying early symptoms (wisps of smoke escaping from the nostrils,
high fever, insatiable desire for curry) and chill their cores, then monitor
their ongoing progress.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
SCS operates along typical charity
lines. Its workforce and volunteer pool are highly motivated, well intentioned,
and generally good at what they do. The charity is always struggling for funds
and often has to dip into reserves to keep delivering its vital services. Its
IT systems are nearly a decade old and often freeze, while the scanners that
their volunteers used to identify especially hot individuals in public places
tend to break down or identify those puffing tobacco. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
The charity has a couple of good researchers
but their efforts to develop better cures and diagnosis tools are limited by
the need for them to also act as coordinators for SCS personnel on the ground.
The company’s logistics a poor: emergency teams often scramble to rescue those
who are either already piles of ash, or perfectly healthy but standing near
radiators. Staff salaries are below those of the public sector and completely
out of sight of comparable private sector positions. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
The charity has no budget to train
its senior leaders, to help its board bond and learn to support and challenge
the executives appropriately, nor does it have nonrestricted money for raising funds.
Its efforts to alert people to the dangers and early warning signs of
spontaneous combustion are limited to free social media platforms and simple
infographics on its website. In some areas the NHS welcomes its help, in others
the reception is frosty. <o:p></o:p><br />
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
In short it is a worthy charity
providing an important service, surviving but not thriving.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
One day tragedy strikes. The
daughter of a prominent businessman taking a refreshing walk along the Thames
is healthy one moment then seen with smoke billowing from her ears the next.
When the affliction hits she is a mere 20 minutes from a trained SCS volunteer
who could help. However, the public is not aware either of the disease or of
the charity’s ability to cure it. She is first ignored, assumed to be a poor
example of performance art, then finally an ambulance is called, but it takes
her to a general hospital without dampening and chilling facilities. By the
time a staff nurse alerts SCS, Alicia Postlethwaite is alight. A charity
volunteer team exerts themselves to put out the blaze but is too late.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
Alicia’s father, once recovered
from his grief, decides to hold a fundraiser for SCS with the vow that nobody
else should perish from such a preventable disease. Mr Postlethwaite
consequently holds The Businesspeople’s Big Bucks for Back Office Bash,
inviting all of his besuited friends for a glitzy four course meal and auction
of pledges. His associates and colleagues are well aware of the importance of
supply chain, upstream facilitation, quality logistics and coordination, and
proactive governance. They see an opportunity not only to help SCS and make
something good of Mr Postlethwaite’s grief, but to provide a new model for the
charity sector. This fundraiser is unique: not a penny raised is ringfenced for
the front line. The businesspeople compete in largesse to support all aspects
of the SCS engine room.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
The charity is turned around in a
matter of months. It becomes the Google/Twitter/John Lewis of the charity
world, with fantastic facilities, state of the art technology, trendsetting
best practice project management. A chief executive is brought in from a FTSE
100 outsourcing conglomerate. SCS offers fun diversions for staff, great pay
and CV potential, training and development budgets. The best of the best
compete to work there - even if not all are strictly motivated by altruism or
charitable feeling. Its comms are efficient, frontline staff are sent where
they need to go when they need to be there, research is joined up and
coordinates with other charities and the private sector & universities. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
Writers from the FT and Economist
run articles on SCS’ innovative restructuring. Management finds it can collaborate
with local spontaneous combustion charities such as Cornwall Against Combustion
and Burnley Burn-Not, combining its medical expertise with their greater
knowledge and links with chronic sufferers. The public learn how to spot the
first signs of the disease and know who to call. Soon spontaneous combustion is
little more than a myth used to scare naughty children. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
In summary, far more SC sufferers
are treated and saved than would have been if Mr Postlethwaite had demanded that
all the money he raised be spent on paramedics and body-fridges. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
The question is: would this be bad?
From the description above Spontaneous Combustion Support no longer sounds much
like a charity – it sounds like a typical private sector company that happens
to run on donations. </div>
<div class="MsoNormal" style="line-height: 150%;">
Is that a problem? It is very much meeting its charitable
purposes after all.</div>
<div class="MsoNormal" style="line-height: 150%;">
<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
More to the point, why is the story
above so unbelievable? Fictional disease aside, it does not seem unrealistic
that those many in society who understand the importance of back-office and
business process should be motivated to donate to charities in a sophisticated
manner. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<br />
<div class="MsoNormal" style="line-height: 150%;">
They should frankly be annoyed by
calls for every penny to go on the front line, for overheads to be minimised,
for accounting acrobatics or actual austerity to create misleading ratios
between giving and direct charitable effect spending. It is understandable that
many in the public view charities with suspicion, but given the sector’s
progress in transparency and accounting openness, why is there no support among
those whose own businesses are run with proper infrastructure, for the
voluntary sector to have the same bedrock?<o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
JL</div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com2tag:blogger.com,1999:blog-1189064357283855936.post-8830187699565318542017-01-19T16:50:00.004+00:002017-01-19T16:50:33.683+00:00Is there a science of charity, and would we want one?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
A few months ago Joe Saxton, Driver of Ideas at nfpSynergy,
wrote a thought-provoking <a href="https://nfpsynergy.net/blog/charity-random-control-trials-false-evaluation">blog</a>
challenging our sector’s enthusiasm for randomised control trials. Joe’s
article and the debate started in the comments, were fascinating and deserve a read.
But it prompted consideration of the question one step removed – before we look
at charities borrowing science’s tools, is it appropriate to compare charitable
and scientific worlds?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Randomised control trials are the current highest point of
evidence collection in the scientific method, a method whose genesis is
hundreds of years old and whose structure is supported by countless examples of
error, trial, error, improvement. When scientists operate, their experiments
rest not just on the shoulders of giants, but on the backs of a pyramid of
giants, trolls, charlatans and visionaries. Science learns from itself, from
its mistakes, around the globe and across the centuries. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The scientific method demands that results be replicable,
and expects an important experiment will be run by entirely different people
time and again. Science has operated for decades within the infrastructure of
the academic world, with a host of peer review journals and challenging
conventions, allowing distant practitioners to test the validity of claims and build
on success. Rivals and successors pore over datasets, read failed experiments
and negative results, perfect techniques. The world has far more STEM graduates
than experts in charitable operation or social policy research. The sector’s
main notable academic journal is that of the Wellcome Trust, <a href="https://wellcome.ac.uk/news/new-way-researchers-share-their-outputs">Wellcome
Open Research</a>. It is excellent, and it is, of course, a science journal. <o:p></o:p></div>
<div class="MsoNormal">
This is not the only difference. Science and technology are
wedded more firmly to economic progress. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Shareholders, government, hospital directors
and the public take note of new drugs, stem cell breakthroughs, rumours of
groundbreaking green energy generators. Charity practitioners have nowhere near
this level of awareness – not because we are lazy or intellectually inferior,
but because we have no such support structure or history of sharing. Too often
in the charity sector, it is not just a case of one hand not knowing what the other
hand is doing: it is two fingers on the same hand each reaching out to grasp
the same object and still failing join up. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In the corporate world, certainly in the boardrooms of
pharmaceutical and tech companies, directors are inquisitive and acquisitive.
There are aware of all their competitors’ projects, what newcomers try, innovation
springing up in far-flung corners, blossoming SMEs. They are not only concerned
with keeping their own company afloat but with exploring expansion on the
frontier. They have teams of researchers comparing clusters of studies and
meta-analyses to scope opportunity. They are supported by both the academic
literature and by business media – the <i>Financial
Times</i> and rolling TV news. Likewise they have a worldwide network of business
schools, economics departments, management courses, decades of theories on
effective leadership and proactive governance.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There are of course a great number of collaboration efforts
in the charity sector, from the Good Exchange to the concept of “generous
leadership”, from joint initiatives between funder organisations and umbrella
bodies to local projects in the same town or village. One of Charity Futures’
ambitions is to compile a directory of these, listing free and paid resources
on charity academia, leadership and governance training, and emergency support.
Hopefully by signposting both collaborations and smaller ventures, even more
efficient partnerships can be forged. This could grow in utility by adding
neutral reviews and learning aids, so a bewildered new board member could
easily find out the different tools available to help her.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The other difference between science and voluntary worlds is
simply that a lot of charities do not operate in a manner with quantifiable
results. The goal of some is to enable a sport to be played, or to make a
group’s life more tolerable, hopefully enjoyable. There are sector activities
which suit social science measurements, like helping ex-prisoners reintegrate
or educating children, but a host of important charitable activities are little
to do with numbers. Has enough thought been devoted to testing an ethical
component, are quality-adjusted life years enough?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Trying to get a picture of impact by asking beneficiaries to
rate their experiences feels like missing the point, even if methodologies were
sound enough that they could be compared across location and type – which they
aren’t. Some of the largest management consultancies have been trying for years
to set out a standardised system to rate charity effectiveness and each model
sinks on its flaws. What the voluntary sector does brilliantly is use hard
science evidence in campaigning – against smoking near children for example –
and funds investigation of this type. But that does not contribute to a central
corpus on how charities themselves campaign.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The question of randomised control trials speaks to the
charity bubble’s current focus on, possibly even obsession with, transparency
and impact. You get the sense that many charity leaders believe that if we
could only display our accounts and give hard numbers on how many people we’re
helping, then the public and press would return to treating all charities as
angelic. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This is a limp hope. Few people have the time or inclination
to check the accounts and annual statements that charities painstakingly polished,
even fewer compare different possible donations in such detail. Even if they
do, they may not have the statistical grounding to make informed decisions, or
may leave with the wrong message, that all the charities they compared spend
too much on staffing, premises, IT and training. Certainly the sector should
not retreat on transparency, but nor should it slog on under the delusion that
once we reach a certain crystal-clear level, the public will fall in love.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Another difference charities may be more happy about. The
sector is far less regulated, and while the Charity Commission comes down hard
on some charities and may be seen as too bureaucratic, it pales in comparison
to pharmaceutical watchdogs. We have nothing that functions like the FDA/MHRA
testing and delaying new drugs for years. The Charity Commission does not
review every new project, grant or intervention that a charity plans, not even
very large experiments. Likewise most donors or funders would not be able to
block a charity functioning.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Try as we might we cannot create a ready-made academic
milieu for the voluntary sector, with the centuries of history, the
international network of journals, the expectation of challenge, refinement and
peer review. Multi-institutional multi-national collaborations do not spring up
overnight, but after years of relationship building, sharing techniques and
ethics, agreeing shared goals. But this is certainly a goal to have in mind:
through thought leadership, debate, seminars and working with the university
sector across disciplines, we must strive to introduce higher standards of
intellectual rigour and collective progress. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This article first appeared in <i>Third Sector </i>magazine, <a href="http://www.thirdsector.co.uk/science-charity-want-one/management/article/1421421" target="_blank">here</a>. </div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
<b>Sir Stephen Bubb is
Director of Charity Futures. Jonathan Lindsell is the Research & Programme
Manager of Charity Futures.<o:p></o:p></b></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com5tag:blogger.com,1999:blog-1189064357283855936.post-39852966372695479942016-10-26T06:00:00.000+01:002016-10-26T12:28:56.576+01:00What would the National Trustees body do?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">The
national survey of trustees conducted by the Charity Futures programme, Third
Sector, and nfpSynergy indicated strong support for a new national trustees
body. It follows that we should consider what such a body should actually do.
It should have clear aims and a distinct role not already covered by NCVO,
ACEVO, or the Association of Chairs. NCVO already has a governance department,
and ACEVO ran a governance review service: there is also the Governance Hub,
which produces the Code of Good Governance, which includes input from a whole
host of bodies.<o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">Many
sector commentators already <a href="https://www.civilsociety.co.uk/news/force-all-umbrella-bodies-to-merge-into-one-conference-hears.html">complain
that there are too many infrastructure bodies</a>. Only with a very defined
purpose, funding structure, and place in the conversation would a trustees body
enjoy wides support. It is not jumping the gun to hypothesise what role such a
body should take. Fully 25% of our respondents thought that “a national body
supporting trustees” would be “very useful”, while another 36% thought it would
be “useful”. <o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">The
question did not imagine what that support might consist of. Different
respondents likely interpreted it in different ways, projecting their own ideas
about infrastructure support onto the question. Such a body could do any number
of things, and the questions we had posed just prior to the one concerning
trustees bodies probably affected what respondents were thinking: they included
online training, better general training, trustee handbooks, and a trustee
e-newsletter or group. There was most supports, 82% positive responses, to the
generic idea of “Better training for trustees”, which doesn’t get us far.<o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">How
would such training be delivered? Seminars, workshops, awaydays, off-line
courses? Would we have online video lecture series, mentorship programs, a
grand centre delivering cutting-edge governance literature? How much extra time
are trustees willing to devote to self-improvement? Would it be useful to have
more governance appraisal services, provided at an affordable rate? Would
funders and philanthropists have a more contributory role? Can charity boards
learn from the composition and practices of the private and public sectors? If
such a body did spring into being, how would it communicate with the public
what it was trying to do, and assess whether it bolstered third sector
leadership?<o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">All
of the ideas above feel worthwhile but uninspiring. A few hours of tuition or a
quickly forgotten best practice document won’t have the impact we want. We need
a body that is seen, unlike the Charity Commission, as a mentor, not a monitor.
Perhaps there are many more innovations to come, or perhaps a carefully crafted
mixture of the options above is the best that can be done. <o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;"><span style="line-height: 150%;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;"><span style="line-height: 150%;">The
weighty challenge of governance demands joined-up big thinking. Marginal
improvements and small scale initiatives on their own won’t be enough. They
need to be set in this wider context, or small-fry thinking might become a
habit. </span><span style="line-height: 150%;">It would be a disaster if the mentality that can only
justify minor interventions seeps into how foundations fund capacity. So the
answer may well lie outside the sector and certainly may be about big
philanthropy.</span><b><span style="line-height: 150%;"><o:p></o:p></span></b></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">Trustee
concerns reflect our sector’s broader problem themes. There remains a tendency
to think too narrowly, e.g. contemplating governance simply as a question of
trustees and processes, failing to recognise that it is as much to do with
values and cultures – about how organisations are governed. That governing
covers executive and staff behaviour, not just board meetings. Governance
geeks, who just focus on the minutiae of process, are not only wrong; they are
dangerous. They risk driving out the passionate spirit which (alongside
professionalism) should be the sector’s hallmark. <o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">These
are all issues that will need to be mulled over, indeed considered in great
detail, before anyone dives ahead. But this work can be really valuable if we arrive
at the right answer, or even as an answer that is mostly right. If we improve whole
sector governance by a small margin in back-office, unsexy ways, this would
translate into an imperceptible rise in quality of our whole sector’s
operations. Intervening upstream to avert another Kids Company, pre-empt an Age
UK or resolve a Terence Higgins Trust situation before it became an emergency:
that would be a great boon to the sector. More, helping each board that had
been merely muddling along, keeping their charity afloat, to really strive and
explore how to deliver the very best: that is worth spending time to work out.<o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;"><br /></span></span></div>
<br />
<div class="MsoNormal" style="line-height: 150%;">
<span style="line-height: 150%;"><span style="font-family: inherit;">This is why, without any doubt, Charity
Futures is now shaping up to be more than a two year journey - Woodford Investment
and I are in this longer term. But perhaps our most important contribution – at
least in the early years - will be to encourage others to join us in asking these
questions and looking for answers. We will become clearer with time, and this gives
us our best chance of delivering something meaningful. <br />
</span>
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</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com2tag:blogger.com,1999:blog-1189064357283855936.post-39437617532476155272016-10-20T09:44:00.001+01:002016-10-20T09:44:40.354+01:00Surveying the landscape: how do trustees feel?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="line-height: 150%;">
For all the talk about charity
leadership and governance, we actually know very little about what board
volunteers think, what their training and backgrounds are, how they experience
their roles. Past attempts to reinforce the quality of those guiding our sector
have, in effect, been crafted half-blind. No wonder they have not always had
the hoped-for impact. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
That is why, with nfpSynergy and <i>Third Sector</i> magazine, Charity Futures
has run the first comprehensive national trustees survey. We’ve been asking board
members how confident they are in their own groups’ skills, what challenges
they face, what support they receive and what are the best new ideas for
support they’ll actually use. By using social
media, <i>Third Sector</i>’s readership and
ACEVO’s member list, we’ve achieved a good snapshot of charities large and
small, wealthy and modest, old and new. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
Our results – together with choice
commentary from yours truly - will be out next Wednesday. The survey promises
to push the charity leadership conversation forwards and help us beef up the
back office. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 150%;">
And on 22 November, we are holding
a seminar with a range of sector experts on governance to help us digest these
results and look at next steps. This is all part of our efforts to discuss
widely with people and organisations to get their views on what an initiative
in governance might look like and how it might work (and indeed who might
fund it!) <o:p></o:p></div>
<br />
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com2tag:blogger.com,1999:blog-1189064357283855936.post-9888429266194917282016-10-19T15:14:00.000+01:002016-10-19T15:14:44.272+01:00Speaking truth to power, part II<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="line-height: 200%;">
As I have blogged just recently, it is often said that one of the core duties
of a charity is "to speak truth to power". It’s a phrase that originated
with the Quakers in the 18<sup>th</sup> century. The charge that they were
given to speak was threefold:<o:p></o:p></div>
<ul type="disc">
<li class="MsoNormal" style="line-height: 200%; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;">To those who hold high
places in our national life and bear the terrible responsibility of making
decisions for war or peace,<o:p></o:p></li>
<li class="MsoNormal" style="line-height: 200%; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">To the
people who are the final reservoir of power in this country and
whose values and expectations set the limits for those who exercise
authority,</span><o:p></o:p></li>
<li class="MsoNormal" style="line-height: 200%; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">To the idea of
Power itself, and its impact on life.</span><o:p></o:p></li>
</ul>
<div class="MsoNormal" style="line-height: 200%;">
There is an obvious link between the work of the Church
and faith groups, and the work of charities in acting as the moral conscience
of the country and a thorn in the side of the powerful on behalf of the poor
and disenfranchised.<br />
<br />
Of course this sometimes means we are both attacked by Governments and politicians
who argue we have no business playing politics. Former Archbishop Williams has
talked of the "illiteracy" of many politicians about our role and
this is but an example of that. If Christ turfed the money changers from the
Temple, would the Churches not be failing in their duty if they did not point
to the gap between the wealthiest in our society and the poorest? Is that not
true for charities? <br />
<br />
It is sometimes argued that charities should "stick to the knitting".
In other words we should run soup kitchens or food banks for the poor but keep
our mouths shut about the causes of poverty. Fortunately neither the Church
nor charities will cease from these essential roles; both delivering services
to vulnerable people and the most damaged communities and holding those in
power to account. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: 200%;">
Cardinal Nichols' trenchant criticism of the effects on
communities of welfare changes is a powerful example of the role Church leaders
can play and one to be applauded. The work of churches of all denominations and
other faiths is also a great example of community cohesion. Our Muslim
communities have a strong and abiding charitable tradition that mirrors that of
the Christian tradition. So the example being set by Archbishop Longley and
other faith groups in Birmingham offering the Muslim community solidarity is
another example of the role Churches can play in fostering stronger
communities.<br />
<br />
Historically the link between faith and charity is strong and continues to be
binding. Charitable giving is one of the core duties of a Christian. From early
times the Church has encouraged and supported charities. Indeed many of the
earliest charities were run directly by the Church. One of ACEVO’s members, the
CEO of St. John's Hospital in Bath, is running an institution set up by
the monks and which, as they say, "through centuries of change (…) has
remained true to its purpose. Founded in the 12<sup>th</sup> century it is
still providing comfort in old age for those in need." Pope Innocent III in
1215 gave a letter of authorisation for the collection of alms, writing,
"with works of great mercy and for the sake of things eternal so sow on
earth what we should gather in heaven, The Lord returning it with increased
fruit."<br />
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<br />
<div class="MsoNormal" style="line-height: 200%;">
Many of our great national charities have their roots deep
in the founding impetus of the Church; the children’s charities: Barnado’s, the
Children’s Society and Action for Children are cases in point. One of the
earliest hospices in the country, St Joseph’s in Hackney, was founded by the
Sisters of the Poor. The work of the great international NGOs such as Caritas,
Cafod and Christian Aid is sustained by the faithful and not simply through
giving but through active support for their campaigning role; to mention just
one example of that, "Make Poverty History".<br />
So, at a time when the gap between the rich and the poor remains so large, we
need a renewed sense of purpose between the Churches and charities in our
common goal of giving voice to the voiceless. Similarly faith groups and
charities continue their work in providing care and welfare services for those
in need. Our role is growing as the State draws back from provision. Often this
is because of an increasing understanding of the role of citizen and community
focused charities, but also because the deep funding cuts demanded by austerity
have eaten significantly into the safety net of our welfare state. That role
will continue to grow and with it the much greater responsibilities that entailed.
And as Archbishop Longley reminded ACEVO members in his speech to us, poverty
encompasses so much more than just worldly goods. As he said, "poverty
includes isolation, loneliness, fear in one's environment, being deprived of
opportunities and lacking a voice". So we have that common purpose in
delivering basic support and care as well as speaking out.<br />
<br />
When the translators of the King James Bible were examining the Latin texts for
the famous injunction of 1 Corinthians 13.13, there was much debate on the term
"caritas". Modern translations use "love" but the King
James scholars stuck to charity. Just a few years before they were deliberating,
there was also debate on the role of charities which led to the great 1601
Statute of Elizabeth on Charitable Uses. I like to think they eschewed the use
of "love" for charity as it is in charitable actions and approaches that we
demonstrate the love we must have for one another and for God.<br />
"And there abideth faith, hope, charity; these three, but the greatest
of these is charity"<br />
<!--[endif]--><o:p></o:p></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com0tag:blogger.com,1999:blog-1189064357283855936.post-67056281549447715372016-10-18T11:58:00.000+01:002016-10-18T11:58:00.867+01:00Speaking truth to power - or whispering?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">Our sector is
supposed to pride itself on its ability to "speak truth to power" but
frankly at the moment you would be hard pressed to see many examples of it.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">I was proud to be
part of the marvellous coalition of organisations that fought the Lobbying Act
and made such a change to it. We also worked closely with our colleagues to
fight the nonsense of the contract gagging clauses that still lurk around Rob Wilson's
in tray. But the reality is that the real threat to the sector is our own self-censorship. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">In the big debates
of the moment you would need to look hard to find the charity leaders’ voice.
On Brexit for example we took a craven line in the referendum debate and now
are failing to effectively challenge the rise of xenophobia and hate crime.
There are honourable exceptions of course, and the organisations promoting the
cause of migrants and refugees is a great one, but by and large we have failed
to come together to promote the tolerance and inclusivity that our sector
espouses. Where for example was the voice of the sector denouncing the
appalling "foreigner employees" speech of Amber Rudd? <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">Then we come to
the horrendous crisis in our health and social care system. This strikes at the
heart of where our sector has traditionally been active. Many, many third
sector bodies are prominent in service delivery and advocacy. What is happening
with the care of the frail elderly in hospitals around the country is
scandalous. I have seen this at first hand with my father who has just spent
over two months in hospital, where I have seen the strains on the system. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">Chris Hopson, who
speaks for NHS providers, has been a great example of someone prepared to tell
the truth publicly about the crisis. On Monday we had Jeremy Hunt on the radio
denying there is a problem and insisting that the planned cuts – so-called
efficiency savings – will go ahead. This is disastrous, and anyone who knows
what is happening in A&E or in the care system realises the need for more
resources. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">But where are the
sector leaders in the media pointing out the crisis we face? Demanding action?
There is a curious silence when we need a voice. Sometimes leaders think you
work behind the scenes to get action and don't use the media. This is a wrong
approach. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;"><br />
</span></div>
<span style="font-family: inherit;">The media is an essential ally and a great
negotiating tool. The media is not a nasty thing you wheel out when all else
has failed. Politicians respond when they feel there is public pressure
and concern. Thinking you can make change through discussion and meetings
alone can be a flawed approach. A judicious use of media to give voice to
genuine concern, to articulate what beneficiaries are experiencing and to
demand action, is part of the process of getting action. Hopson has brilliantly
shown how this is done by exploiting media on behalf of his NHS provider
members whilst engaging seriously with them on solutions. Politicians and
ministers, and therefore officials, respond when there is a crisis and you are
there both demanding action publicly, and there to offer a solution. But they
also need to fear you. A charity leader uses media to extract change because
people trust us and listen to us and that is something many politicians don't
have. <br />
But there is a second and perhaps more fundamental reason why we need the
media. A charity is not there simply to deliver a service or act as an
agent of the State. Our beneficiaries want someone to champion them and
articulate their concerns and demand change. They want to hear that. They want
to see it. We are not simply there to work behind the scenes, necessary
though that is as well, but to speak truth to power in a way that reassures our
beneficiaries that we are on the case. </span><br />
<br />
<div class="MsoNormal" style="line-height: 150%;">
<br /></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">I'm
afraid Theresa May is deeply unengaged in the current crisis and will not until
she starts hearing us on <i>Today</i> or the
front page of the <i>Mail</i> or top of the
news. The NHS didn't do the pilots in A&E two years ago simply because I
presented Government with a neat paper. They did it because they feared the
damage a winter crisis could do. We have failed to capitalise on that.
Never fall for the trap governments set when they tell you won't get anywhere
if you go to the press. That secures compliance, not action. <o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;"><br />
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<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">I'm
reflecting what I am seeing in the media and also on 15 years of working with
politicians and getting results. When the Blair government wanted to make a
major policy impact on charities, Number 10 was able to ignore many sector leaders.
Those that were consulted – myself included – were those whose public backing
was vital to success, and whose public opposition in the press could have been
a serious thorn in the side. A charity leader needs to be in a position where they
are too dangerous to ignore, and they can provide answers to sort major problems.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;"><br />
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<!--[endif]--><o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">Bob Kerslake,
former chief of the Home Civil Service, was quoted in <i>Civil Society</i> last week, pointing to the power of the sector and to
remember we are more powerful than politicians. He sums up my position
brilliantly:<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: inherit;">"You have to
stand apart and have an independent voice, and in my experience in government
they respect those who stand up and challenge even if they don’t like it. The
worst thing you can be seen to do is cower in front of government because,
eventually, they will get you.”</span></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-25098658570536150972016-09-16T09:42:00.001+01:002016-09-16T11:09:01.244+01:00Charity leadership and existential crisis <div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
It’s no fun to think about the apocalypse, and even less fun
to think about slow-moving threats to our civilisations. Countering both is
nevertheless a key task, one that cannot forever be put off until tomorrow. It
may sound a grand claim, but charities are absolutely at the forefront of
unearthing and delivering solutions to these macro-scale events. For this
reason, their leadership really needs to be the same calibre, their governance
the same quality, as other sectors boast. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Take the old age crisis. In a few decades the ballooning
size of the over-70 population will have changed the landscape of the state,
with Britain, America, Japan and Germany especially affected. Pensions will not
go far enough to cover the elderly’s living costs, let alone inflated health
bills. To hope to maintain the standard of life to which Western citizens are
accustomed, there need to be structural changes in the tax, welfare, community
and health sectors. Public policy gurus are flummoxed.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Charity is already at the vanguard of innovation and best
practice in the different aspects of responding to this challenge. Local or
national, charities are exploring innovations promoting better care, whether
that be social or residential. Charities provide important services for the
elderly – medical help, mobility assistance, backing to personal independence,
and a supportive community. They coordinate volunteers to aid those in trouble,
help fight loneliness, and just bring a bit of human warmth. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Taking a wider view, our largest charities are crucial
drivers of medical research and technological advancement, whether that be
treatments, live-extension innovations or palliative breakthroughs. Charity
funding is behind possible solutions to protracted problems including stem
cells, genome mapping and nanotechnology. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There are further existential threats that come from
antibiotics losing effectiveness. Scientists hope to find new powerful
antibiotics in unexplored areas of the world such as rainforests, where
biodiversity is robust: third sector activism and funding protects these areas,
aids exploration, and seeks to conserve nature. A linked issue is food
shortage: if pollinators like bees, bats and insects suffer catastrophic
population decline through climate change, or global warming affects water and
soil quality, human crops would fail. Conservation efforts to protect wildlife
ecosystems and vulnerable areas across the world help stave off this
possibility. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Society can also be imperilled by intercommunity violence,
civil strife or terror. Work to help neighbours and those of different faiths
and ethnicities live happily and cooperate is a central task of many UK
charities. Some of our most active voluntary
bodies strive to help refugees and migrants fit in through language assistance,
cultural integration and neighbourliness. This important work forms part of the
bedrock for our cohesive British landscape. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It’s clear then that charities play imperative roles in
acting to counter each of these major hazards, and lobbying states to take
effective action against them, and leading the way in researching best
practice. This underlines the need for excellent governance across the board.
Voluntary sector leaders and those responsible for charities are not minor
players, but chain links in society’s armour.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
We need them to be
the best they can be.<o:p></o:p></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-28590550813319580522016-09-14T10:35:00.000+01:002016-09-14T10:35:11.940+01:00Our ancient charities<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoPlainText" style="line-height: 200%;">
One of the oldest charities in
the country is Sherburn House in County Durham.
It was founded in 1181 by a wise and forward thinking Bishop Pudsey of
Durham; he also gave them lands that still generate income for this great
charity today. It consists of a care home, almshouses and other facilities, as
well as a grants programme for the county. It even has its own Act of
Parliament under Elizabeth I, passed in 1585 (which came about as a result of
some past fraud, nothing new there then!)
<o:p></o:p></div>
<div class="MsoPlainText" style="line-height: 200%;">
<br /></div>
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<div class="MsoPlainText" style="line-height: 200%;">
I visited recently and had a
great day meeting with the CEO Pauline Bishop and key members of staff, as well
as looking around the site and meeting with the trustees. It was fascinating to
see the old chapel, still functioning as an integral part of the charity, and
they even have their own chaplain (a woman, so they may be ancient but they are
up to date theologically). There is an old plaque in the chapel marking the
tomb of a former chaplain who, the plaque proclaims, preached to King Edward VI.
They even have their own cemetery and a lovely woodland surrounds the site. I
was shown the Elizabethan chalice and flagons and patten from the 18<sup>th</sup>
century, which are part of the treasures of the charity. <o:p></o:p></div>
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The trustees are considering how
to update their governance arrangements and they very well understood the need
for good governance in the light of all the recent publicity. They have their
own history of problems and misdemeanours in the past and are clear they wish
to be a model of good practice so, for example they are looking at the number
of trustees they have, currently 16, terms of office, and the knotty issue of
trustees who are nominated by other organisations and therefore may not always
feel their responsibility lies with the charity rather than the nominating
body. I've come across this issue before
and whilst the legal position is clear, i.e. you must put the charity interest
above that of your nominating body, this is often not the reality. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 200%;">
We often forget that our country
has a magnificent and proud history of charity, dating back to at least the 7<sup>th</sup>
century. Many of our old charities have their origins in the Church but have
reformed and moved with the times, but are still serving their beneficiaries in
the way that Bishop Pudsey envisaged some 900 years ago. <o:p></o:p></div>
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<div class="MsoPlainText" style="line-height: 200%;">
We should celebrate our great
history. At some stage in my life I intend to write a history of charity. There
is nothing around since the 60s accounts written by Harvard professors. We need
a proper history. I'm collecting the material gradually and have even spent a
month in archives in the Bodleian in Oxford and at Lambeth Palace. It's a
project for my retirement, though that is years off I'm afraid. <o:p></o:p></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com0tag:blogger.com,1999:blog-1189064357283855936.post-2945642731552047762016-09-07T10:04:00.002+01:002016-09-08T09:08:12.704+01:00Governance in Norfolk!<div dir="ltr" style="text-align: left;" trbidi="on">
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
Happisburgh is a stunningly
beautiful village on the coast in north Norfolk. But woe betide you if you
pronounce it as it is spelt because it is of course "hawsbro". Though
I rather like "Happisburgh" pronounced as you would think. It sounds
rather New England like...<o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
Anyway I spent 3 days there
recently staying with old friends Denise and Stephen Burke, old stalwarts of
our sector. Indeed Stephen used to be one of my bosses as an ACEVO trustee (I
use the term in a rather loose sense!). <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
So we mixed business with
pleasure and spent some time visiting charities and social enterprises in north
Norfolk. First up was Age Concern Norfolk, a well-established and prominent
charity. We had a really interesting discussion on governance issues with a
good CEO, Hilary McDonald, who clearly gets the need for strong governance in
the charity world. </div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
Then onto the Benjamin Foundation in Norwich where the new
CEO Tony Ing has been in post for a year since he took over from a founder
CEO. Although that brings its own
challenges it was great to see the
charity willing to confront and explore the next steps in their journey. It was
interesting to explore some of the issues around "founder syndrome".
As I know from my time at ACEVO, this has sometimes led to very problematic
governance. The drive and determination of a founder in the early stages of
creation and innovation need to give way to a more steady state professional
style operation and it's a challenge to make the transition carefully. Good
luck Tony. It's a great charity and doing impressive work with the homeless in
Norwich and Norfolk. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
A contrast was meeting the CEO
of a social enterprise in the community transport world. Matt Townsend, a CEO
who relocated from the inner city London world of social housing to run North
Norfolk Community Transport, brings a wealth of talent and experience to this
new challenge of trying to provide an effective rural community transport
system. They’re lucky to have such a strong and impressive CEO. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
And finally on to a learning
disability charity where I met the founder and current CEO Helen Dalton-Hare. She
rather made the point that not all founders are a problem as she was buzzing
with energy and commitment. She runs About With Friends, which she set up
because she saw that many people with learning disability had no social life or
many connections with the community. And she provides support and training for
employment in an area where there is such huge discrimination and ignorance
about learning disability. I bought jam! Provision for learning disability in
Norfolk is pretty poor and she was rightly rather leery about the so called
"transforming care" agenda. We all need the pioneers and advocates of
the third sector who see a need and are determined to tackle it. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
Overall I think these visits
bolstered my belief that what the sector needs is an authoritative source of
advice and support on governance. So my work in "Charity Futures" is
important. I got a strong feeling of interest and curiosity about what I'm up
to. There was strong agreement this we need to "sort governance" in
our sector. But it is also clear to me that this is such a big canvas there is
no point in jumping in with solutions at this stage. So my journey of discovery
will continue. Interesting that the picture on governance in our sector is not
significantly different in a largely rural area from what we see in London or
nationally. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 150%;">
And finally I can recommend
Happisburgh. Come and see the wonderful lighthouse. And the looming church and
the pub where Conan Doyle wrote one of his Sherlock books....<o:p></o:p></div>
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<div class="MsoPlainText" style="line-height: 150%;">
Perhaps the biggest lesson
overall from the visits was that people generally find it difficult to know
where to go for advice and support on governance. Once upon a time the Charity Commission
had more resources to provide that support. They don't now and in any case have
whittled their emphasis to regulation, not advice. That has left a gap. So
where do people go for advice on a scheme of appraisal or induction?
Authoritative advice on what is good practice?<o:p></o:p></div>
<div class="MsoPlainText" style="line-height: 150%;">
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<br />
<div class="MsoPlainText" style="line-height: 150%;">
Stephen Bubb<o:p></o:p></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-44127406516447834872016-09-06T11:32:00.000+01:002016-09-06T11:32:07.835+01:00Sharia compliant governance<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoPlainText" style="line-height: 180%;">
Since my appearance at the
"Living Islam Festival" in Lincoln I've been thinking and discussing
how we develop stronger governance in our Muslim charity world. The UK has some
very great Muslim charities and the fact is that the Muslim community is the
most generous of our communities in terms of its giving. During Ramadan over
£100m is raised for charity. They put their Christian compatriots to shame in
how they support charity. This is something we should celebrate. But we
don't. Instead, especially since Brexit,
we have seen a rise in intolerance and hate crime. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 180%;">
However that is not to say there
are no problems. It is clear that the Muslim charity world has grown
exponentially but its governance has not. We can see the same problems of
founder syndrome that beset other charities. Many of the boards of trustees are
too large and often too old. But there is appetite for change, and we need to
support and encourage that change. One
of my criticisms of the Charity Commission is not that it is not doing its
regulatory job, but that there is a perception of fierce and disproportionate
regulation when what we need is more support and encouragement. We need to work
together to change that perception. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 180%;">
Since my Lincoln visit I have
been speaking to various Muslim leaders and charities. In particular, I have
accepted the role of one of the patrons of the Muslim Charity Forum, a great
organisation that is working to develop leadership, and I met their leaders recently
to talk about how we can develop their umbrella role in the sector. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 180%;">
The Cambridge Muslim College is
a particular treasure. I went to see the Dean and Academic Director over
August. It was one of those meetings where you get a flash of the blindingly
obvious. If we are to make inroads into governance reform and development in
the Muslim charity world, we need to develop what we can describe as Sharia
compliant codes of governance. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 180%;">
There is nothing in our current Code
of Good Governance that is inimical to Islamic teaching, indeed the
underpinning ethics of the code are found in the tenets of Islam. However the
code is expressed in the language of the Anglo Saxon world of management-speak.
It is however easily translated into the language and teachings of the Koran.
Indeed the development of Islamic charities has close parallels with the
teaching of the Christian faith. One of
the 5 pillars of Islamic faith is charity or giving, just as in the Bible we
are taught that giving is essential to the Christian life. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 180%;">
And this applies also to the
development of leadership and management training; again the texts here are so
often driven by an Anglo Saxon, usually American approach, when we could root
the learning in the traditions of the Islamic world. <o:p></o:p></div>
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<br /></div>
<div class="MsoPlainText" style="line-height: 180%;">
So there is work to do. But we must be clear: if we are to encourage
our Muslim communities to play a full life in civil society, an approach based
on tolerance and respect is needed. Unfortunately we have a government-driven
approach based on counter terrorism and legislation which undermines efforts to
support our 3m strong Muslim community. <o:p></o:p></div>
<div class="MsoPlainText" style="line-height: 180%;">
<br /></div>
<div class="MsoPlainText" style="line-height: 180%;">
So now my task is to work with
colleagues to see how we can develop this "Sharia compliant"
approach. Of course it may raise eyebrows... I remember the speech of the
former Archbishop of Canterbury when he talked of Sharia but then again we do
need this debate. <o:p></o:p></div>
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<br /></div>
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<br /></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com0tag:blogger.com,1999:blog-1189064357283855936.post-65478463940625225742016-08-22T09:48:00.001+01:002016-08-22T09:48:52.203+01:00The delayed success of the ice bucket challenge<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
<span style="line-height: 115%;">In August 2014 Twitter feeds, Facebook
walls, and television screens were filled with celebrities and ordinary people
dousing themselves with buckets of icy water. The viral trend had been started
in America to raise money and awareness for Amytrophic Lateral Sclerosis (ALS,
also known as Lou Gherig’s Disease and Motor Neurone Disease). Millions of
people participated in the challenge, which raised over $220 million in America
and much more elsewhere.</span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">However, the charity sector was not
unanimous in celebrating the challenge as an example of modern fundraising and
campaigning success. Many commented that the challenge was a fad, was failing
to produce sustained interest in disease research, was making people feel good
about themselves for relatively little effort (“slacktivism”, “clicktivism”), or
was cannibalising donations, diverting gifts that would have been given anyway
from more deserving causes to ALS.</span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">There were other critiques: that this
was a callous waste of water, that ALS was a disease of minor importance when
several African countries were experiencing an Ebola epidemic of historic
proportions, and simply that people were sharing the videos and taking the
challenge without donating money or educating themselves. These can now be
addressed in turn.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">The boost in funding has now delivered
intermediate results. The American ALS Association received 13 times more
contributions than in a normal year and distributed them among six research
projects. Work by Project MinE, which involved 80 researchers in 11 countries
mapping the genomes of over 15,000 people, has identified a new gene which
contributes to the disease, NEK1. This discovery is a step towards better
treatments and a possible cure. Barbara Newhouse, the American ALS CEO, told
the <i>New Yorker “</i>We’re seeing research
that’s really moving the needle not just on the causes of the disease but also
on treatments and therapies.”<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">This shows there are tangible results
from people’s donations. The level of fundraising success was a story in
itself, but the positive consequences arising from spending that money has
public relations value for the whole charity sector two years later, confirming
in donors’ minds the validity of contributing to charities that focus on
research rather than services or direct giving. Project MinE received under one
tenth of the funds raised, meaning other breakthroughs could arise from other
scientific work.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">Other criticisms are contradictory. The
fact that there was an Ebola outbreak in 2014 simply means that more should
have been done, and should be done, to encourage support for tropical disease
charities. It is an invalid argument to suppose that just because it is sad one
cause is being ignored, other causes too should be.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">According to Giving USA, donations in
the US rose almost 6% in 2014, which implies there was no cannibalism effect.
At a rough estimate, about $12 was raised per video uploaded, suggesting that
for every individual who made a video but failed to donate, there were many
more who contributed. The English language version of Wikipedia saw views on its
ALS page leap 18 times higher than normal, with similar increases in Spanish
and German versions. It would be churlish to deny that the challenge raised
awareness and understanding of the disease.</span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">In awareness terms, the ice bucket
challenge was also a success in starting the very conversation of which this
blog is a part. Major newspapers and websites featured countless think pieces
and debates on the relative impact of different charities, on what individuals’
strategies for giving ought to be, and how social media could or should be used
by charities in the future. It is wrong to disparage the campaign for its
primary focus on celebrity and fun — without this focus, there probably would
have been no story at all, and no conversation. Moreover, the challenge engaged
under 30s, the demographic that the third sector typically struggles to enthuse
for volunteering or donation.</span></div>
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">We can see reflections of the success in
recent attempts to capture the enthusiasm of the 2014 craze. This year, mental
health advocates in America and Britain are consciously trying to recreate the ice
bucket challenge with the “</span><a href="http://www.telegraph.co.uk/men/active/22-push-up-challenge-the-internets-new-favourite-craze-and-how-t/"><span style="line-height: 115%;">22 push-up challenge</span></a><span style="line-height: 115%;">” campaign, which has three admirable aims.
First, to raise awareness that’s 22 military veterans take their own lives each
day, second, to raise funding for mental health support, and third, to promote
public fitness in a participatory, mutually supportive manner. It has already
delivered stories in the<i> Sun, Daily
Telegraph, Daily Mirror</i> and the <i>BBC.<o:p></o:p></i></span></div>
<br />
<div class="MsoNormal">
<span style="line-height: 115%;"><br /></span></div>
<div class="MsoNormal">
<span style="line-height: 115%;">While it may not have been perfect, the
ice bucket challenge shows the potential of social media for fundraising in an
engaging way. It does not appear to have had the negative effects or attributes
that critics feared, and indeed has begun to deliver results.<span style="font-size: 18pt;"><o:p></o:p></span></span></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-37429149586864863062016-05-26T09:31:00.000+01:002016-05-26T09:31:20.412+01:00Wasted 800m.<div dir="ltr" style="text-align: left;" trbidi="on">
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What a disgrace. The NAO reports that the cost to the NHS
of keeping frail elderly people in hospital when the no longer need to be there
is 800m. But let's not forget there is a greater cost - that of the health of
those people. We all know that hospital is the last place you should be if you
are not sick. For older people this is serious. People who stay too long in
hospital emerge with muscle wastage and malnutrition. I'm afraid that in many
cases the standards of care on elderly wards is poor. And sometimes shockingly
bad. </div>
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<br /></div>
<div class="MsoPlainText">
We have heard a lot about the NHS financial crisis. So why on earth is no one in No 10 or DH or NHS England looking at the plans that
ACEVO developed with the RVS, Red Cross and Age UK to work in casualty and on
wards to support medical staff in ensuring frail elderly people don't get admitted
to a bed when they could be supported to go home and when they are on a ward,
working to get them back into their home or in a care home. </div>
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<br /></div>
<div class="MsoPlainText">
There are schemes in existence that do that. Talk to the
Red Cross. Talk to RVS about what they do. </div>
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<br /></div>
<div class="MsoPlainText">
I gave the PM a plan for this over 2 years ago. It didn't
happen. Then in the political uncertainties of a winter crisis before an
election we had a pilot scheme , brokered by the Cabinet Office and part funded
through OCS. It was a success. </div>
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<br /></div>
<div class="MsoPlainText">
But winter crisis came and went. And so did the
imperative behind using the success here to roll out a national programme. I'm
going to write to the PM again to offer the support of our great charity
tradition in helping sort this problem. </div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-82833625693882221392016-05-18T15:30:00.004+01:002016-05-18T15:30:59.634+01:00Beware the Tomb Raiders.<div dir="ltr" style="text-align: left;" trbidi="on">
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Having helped set it up I take a proprietal interest in
the work of the Office of Civil Society. Of course with public spending
constrained the OCS could not be immune but you would think that with such
reduced resources they would be concentrating on the job which is our sector.
But no, in an somewhat under key announcement last week they said they were
establishing a task force on "Mission Led Business". In other words,
the commercial sector, usually the realm of the Business Department. </div>
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<br /></div>
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So what is going on?<span style="mso-spacerun: yes;"> </span>No one, least of all me, would object to moves to encourage CSR.<span style="mso-spacerun: yes;"> </span>But the signs are this is about an attempt to
subvert the use of social finance by leeching resources from the third, non-profit sector into the private sector. </div>
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<br /></div>
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And those who use the term are fond of claiming the
boundaries between the private sector and our own are blurring. The problem
they have is that a business may be mission driven today but gone tomorrow -
taking their assets with them. How many examples of good business with a social
purpose then taken over by equity firms or others do we need to demonstrate the
dangers. You can't escape the fact that the real business of commerce is to
make profit for shareholders. </div>
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<span style="mso-tab-count: 1;"> </span></div>
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I made this point strongly at the Board meeting of Big
Society Trust yesterday. I'm sure the real purpose of this task force is to
pave the way for a blurring of the mission of Big Society Capital so that
social fiance is available to the commercial sector. The work in OCS is indeed
being led by the social finance team. </div>
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<br /></div>
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Well, let's be clear about Big Society Capital; the
legislation prevents investments in commercial bodies. We have to beware any
attempt to get under the radar and find ways around that mission to drive up
access to capital for our sector. There is a good piece on this by Social
Enterprise UK. See <a href="http://www.civilsociety.co.uk/finance/news/content/21779/social_enterprise_uk_accuses_government_of_watering_down_the_definition_of_social_businesses" target="_blank">here</a>. We will be united on the BST board in watching any attempts
to move off mission. BSC must remain mission driven. And that's about social
finance for the third sector. </div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com3tag:blogger.com,1999:blog-1189064357283855936.post-35137958439823982032016-05-17T09:24:00.003+01:002016-05-17T09:24:34.724+01:00A Journey...<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
<div class="MsoPlainText">
I've been a fan of the Today programme since I was a kid (indeed I'm on it enough!) But I never dreamt it would be responsible for the
next stage of my career. Last year I did a interview on the lessons from the
demise of the Kids Company. I said that this was an object lesson in charity
funding: neglect the back office and front line delivery suffers. I said that
funders need to remember that money must be spent on building infrastructure in
top leadership and governance. Listening to the Today programme was a
philanthropist who couldn't agree more and got in touch with me. And so half a
year later I'm stepping down as the CEO of ACEVO to lead a new programme to
build better governance. </div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
The philanthropist in question has decided to remain
anonymous - not seeking publicity or branding. Its an old tradition much rarer
in these days when people demand "transparency" but there is a strong
Biblical injunction not to boast about giving;</div>
<div class="MsoPlainText">
<br /></div>
<br />
<blockquote class="tr_bq">
<div class="MsoPlainText">
"When you give to the poor, don’t blow a loud horn.
That’s what show-offs do in the meeting places and on the street corners,
because they are always looking for praise."</div>
</blockquote>
<br />
<div class="MsoPlainText">
Or obviously, I prefer the King James version; </div>
<div class="MsoPlainText">
<br /></div>
<br />
<blockquote class="tr_bq">
<div class="MsoPlainText">
"<span style="mso-spacerun: yes;"></span>Therefore
when thou doest thine alms, do not sound a trumpet before thee, as
the hypocrites do in the synagogues and in the streets, that they may have
glory of men. Verily I say unto you, They have their reward."</div>
</blockquote>
<br />
<div class="MsoPlainText">
So Bible trumps transparency!</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
Inevitably I think back to the near 16 years I've spent
at ACEVO. It all began at a party in Notting Hill. I was chatting to 3
stalwarts of the third sector; Susie Parsons, head of The Lighthouse, Judi
Clements, head of Mind and the indomitable Val Amos. I'd been approached by a
head hunter to apply for the ACEVO CEO post. I wasn't<span style="mso-spacerun: yes;"> </span>sure. They told me it just wouldn't suit me;
too staid and traditional, "why, they even have Scottish country dancing
at their conference"! So that was the clincher. A challenge!</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
It was a strange beginning. An office in Harrow for
goodness sake. 9 staff. A very old fashioned voluntary sector feel but I set
about the task with gusto. Moving to London proper was top of the list and we
were soon in Victoria and beginning to grow. The high point in our development
was when my then Chair John Low and myself were being photographed atop the
office, Parliament in the background and celebrating our 2000th member. At the
high point we had over 40 staff. Alas, like so much of our sector times have
changed, austerity has wreaked havoc among many charities and ACEVO has not
been immune to those pressures. But our voice and our presence is as strong as
ever. Promoting the value of sector leaders, our delivery role and our
advocacy. </div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
There are so many anecdotes to tell. Many will wait for
the autobiography but some highlights now. In the golden days I remember being
in No. 10 with my board members meeting Tony Blair to discuss how the third
sector could help reform public services. He was late. I'm told by "a
source" that when he went into his office for his briefing he looked at
the file and said, words to the effect "what the f ... am I doing meeting
the voluntary sector". I guess as well you might.<span style="mso-spacerun: yes;"> </span>When he returned to his office he was reformed -
he said we have to do this. And that was the start of the Office of the Third
sector, Ed Miliband's first job and the third sector service delivery white
paper. Shortly thereafter Blair came to a packed out hall to a conference on
"future public services" to hear me talk about how to reform public
services through our third sector. Blair was great. As always. Though he
managed to forget to announce the key part of his speech when he was to launch
an initiative with RNID!</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
<span style="mso-spacerun: yes;"></span>Fast forward some
years and I was standing next to David Cameron to launch his "Open Public
Services" white paper. I quoted Machiavelli to him, much to his amusement!</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
I've had many conversations with our current PM over the
last 6 years. He happens to also be my MP and we sometimes chat over the
vegetables at the Farmers Market in Charlbury. One slightly awkward moment was
a chat the day before I knew that the Times were running a front page story
headed "Big Society is Dead". A story that Nick Hurd reminds me they
have since run on a number of occasions. But nevertheless that didn't stop him
asking me to head up the task force on choice and competition in the NHS during
the infamous "pause" on the Health Bill. I well remember the day I
became the first, and so far only charity leader to address a meeting of the
British Cabinet. I<span style="mso-spacerun: yes;"> </span>had 2 minutes. And
though I shouldn't be immodest it was a powerful contribution. Brilliant was
what one Cabinet Minister said, but I mustn't blow my horn! I have framed my
notes from that event. </div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
But its not always been a happy relationship. Once,
following an explosive piece in The Times on my excoriating analysis of
government cuts on our sector I has a visit form Eric Pickles. He told me of
the PM's displeasure in graphic terms and suggested I might reform. Clearly
that was a sobering conversation and I talked to colleagues on what to do. But
the consensus was clear. Your job is to say it how it is. Its your members you
should worry about, not politicians. </div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
But<span style="mso-spacerun: yes;"> </span>its the
contact and interchange with members that's been one of the highlights of the
job. Our sector has some incredible people; strong leaders committed to the
cause and its always been fun meeting and hearing from them. One thing is for
sure - no ACEVO member holds back on their views! </div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
I'm not sure how it will feel in June when I no longer
have that CEO role. I'm not sure I'll miss the managerial aspects of the CEO
role and I will relish the opportunities for innovation and creativity that
come with my new role. </div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
The funder has put his trust in me to deliver a major and
important initiative to boost better governance. A 2 year programme and who
knows where that will lead or where my next challenge will be. </div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
It's 15 years since I took up the reins at ACEVO and I'm
63. But<span style="mso-spacerun: yes;"> </span>I've never felt like retiring!
I'm not the retiring type, and still too energetic to retire. There is much to
sort. Recent media scrutiny, pay, fundraising and the Kids Co debacle did
convince me we must do something to support better strategic leadership and
governance in our sector.</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
Indeed I know, from the far too many ACEVO cases of CEOs
in trouble with bad governance, that something more is needed. And I'm glad to
say that a philanthropist thought so too, and is giving ACEVO a substantial
donation to enable me to lead a "charity futures programme". This
will look at how to build what we have been describing in our ACEVO strategic
plan as a "charity excellence hub". Looking at a big intervention
that boosts support for charity infrastructure.</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
To do this effectively, I am going to stand down as the
CEO and, whilst remaining in ACEVO, I will lead this project from July for 2
years and probably beyond.</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
I'm excited by the ambition of the project. My 15 years
have taught me that our sectors' leaders need the level of support and
development that other sectors take for granted. And when we face the
challenges of delivery against constrained resources and attacks in the media
and elsewhere, great leadership and good governance become so much more
important.</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
I sent a message to ACEVO members yesterday to thank
them<span style="mso-spacerun: yes;"> </span>for the strong support, comfort and
advice over the years. I have tried to be a strong and robust voice for sector
leaders. In doing this I always felt I had my ACEVO members with me, urging me
on!</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
ACEVO has achieved great things over the last 15 years.
The fact we are a more professional sector, with stronger leaders; our work on
full cost recovery; setting up the Office of the Third Sector; promoting the
role of third sector service delivery has made a difference. I'm proud of the
work I did championing the rights of people with learning disabilities in my
report on Winterbourne View. I'm proud to have led ACEVO and made an impact in
our sector and on the national stage. A CEO should step down feeling they have
made a difference. And sometimes it's been rocky - but if you are a CEO
remember you do not make omelettes without breaking eggs.</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
The great thing is by remaining in ACEVO I will continue
to see members, continue to make my views known, revitalise my Blog, but<span style="mso-spacerun: yes;"> </span>wearing a different hat!</div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
<a href="https://www.acevo.org.uk/networking-events/acevo-summer-lecture-charity-governance-crisis" target="_blank">I'm having an "au revoir" event - July 18th</a> </div>
<div class="MsoPlainText">
- for reflections on my 15 years and our governance on
July 18th; an early evening lecture and reception. I'm pleased that my
colleague Stuart Etherington will join me to give his views on the state of
governance in our sector. How times have changed!</div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com2tag:blogger.com,1999:blog-1189064357283855936.post-83029388545196097702016-04-04T09:17:00.000+01:002016-04-04T09:17:04.185+01:00Europe and the Charity Voice<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoPlainText">
I have just stepped down as the Secretary General of
Euclid, the third sector leaders network, after 10 years. During this time I
have become convinced of the importance
of the EU and the value it brings to our third sector. It is true that the EU
is a ghastly bureaucracy, and that it has a centralising tendency when we need
more devolved and decentralised power. I used every opportunity to argue for a
Europe of people, not institutions. We made some headway and the EU have made
significant advances in promoting social innovation and promoting social
finance. The fact we are in the EU provided a great platform for us to promote
our civil society and its value - we have been doing this particularly in the
newer EU countries where we have organised peer to peer learning and exchanges.
<o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
Clearly the EU needs to go further on how it uses and
advances civil society but will this happen with the UK outside of the EU? I don't think so. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
I know how I will vote in June; to stay. But the great
thing about a referendum is my vote is simply one among the many. And everyone
in our charity sector; leaders, volunteers, supporters, will decide for
themselves. Its not for ACEVO to tell anyone how to vote, but it is the job of
an umbrella body to be part of the
debate and encourage that debate. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
In February, we asked ACEVO members what we should do on
the EU referendum. They spoke, and the response was clear. More than half wanted us to speak out on behalf of staying
in the EU. This is a process which we have already begun, as I spoke about the
costs of <a href="http://www.charitytimes.com/ct/in-campaign-warns-brexit-could-deliver-major-income-hit-for-uk-charities.php" target="_blank">Brexit to the charity sector last month</a> . <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
The recent Charity Commission guidance is unfortunately
another example of them overreaching themselves, and going beyond powers in
directing charities in an area where charities must decide for themselves in
line with their mission and their view on the effects on beneficiaries . Their
advice is already unraveling, but the latest advice is still flawed and many
charities have expressed your anger about that advice (announced, I noted, in
the Telegraph rather than in the usual way which seems to be another unhealthy
development by the Commission). Both NCVO and us are taking this matter
further with them. Legal advice is that charities are entitled to take a view. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
For me the one part of the advice - about how issues
affecting funding not being ones you can consider - is particularly odd. The naivety that we should be able to just
replace one stream of income with another, and that anyway it doesn't really
matter how much money we get and this doesn't affect how well we can fulfill our purpose and meet
the needs of our beneficiaries is breathtaking. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
International
NGOs are particularly impacted by falls in sterling, and the markets have been
very clear that a Brexit will hit the pound. This matters to charities. Will
the government replace European funding streams that have been crucial yo many
charities, especially in regeneration?
Who knows, but it is a key issue for a charity that is facing a financial
crisis. A charity that is finding funding so hard they wonder if they can survive
is fully entitled to worry about us leaving the EU. And to say so. <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
There is a more fundamental issue here; trust and
confidence on the regulator. This recent advice, coming on top of revelations
about contacts with the IEA on the gagging clause and articles by the Chair of
the Commission are worrying many in our sector. We need a strong regulator.
They must be above the ideological fray. Are they?<o:p></o:p><br />
<br />
<div class="MsoNormal">
<b>Charity
commissioners are entitled to their views and to express them </b><o:p></o:p></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
But
the news that Prins, one of the Commissioners, has published a supporting essay for the wretched sock puppet gang will certainly
raise eyebrows. Still, we must assume that if a Charity Commissioner is free
to express his views on leaving the EU those of us in our sector (the majority
I'm sure) must be free to express ours in favour of staying. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
This
news will inevitably raise further questions about the Commissions advice
and how far this has been tainted by an ideological, not a regulatory, view ? </div>
<div class="MsoNormal">
<o:p></o:p></div>
</div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com2tag:blogger.com,1999:blog-1189064357283855936.post-61809378269373757642016-03-18T16:22:00.003+00:002016-03-18T16:22:36.854+00:00The Budget shows the Value of Charity Campaigning<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoPlainText">
How ironic that the Chancellor announces the sugar levy
this week, which is the result of so much campaigning by charities, when his
Cabinet Office colleague Matt Hancock wants to make it impossible for us to do
that in the future. This is just one example of how the Budget today was not so
much a case of jam today, but more of problems down the line.<o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
Compared to four months ago, George cut a dejected figure
at the despatch box. Economic forecasts do not look as good as he hoped. He has
been left with no choice but to ask the Paymaster General to find a further
£3.5 billion of efficiency savings. With government already cut to the quick,
the brunt of these cuts will be left to fall on the moist vulnerable in
society. And who will be left to pick up the pieces? As always, it will be our
nations charities. In the Autumn, George gambled on strong economic forecasts
to avoid austerity. Yesterday, that came back to bite him. While he was able to
find tokens such as money to tackle homelessness, this was balanced out by
severe cuts to disabled people. Ultimately, this was a budget which left our
social fabric weakened.<o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
It was also a budget which underlined the importance of
charity voice. The sugar tax would never have happened were it not for the
countless charities who have raised awareness of this issue. Even some of the
charities which are to be in receipt of income from LIBOR fines and the tampon
tax are known for their advocacy.<o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
And not all of government would have the charity sector
silenced. Yesterday, Lord Hodgson launched his last report into the impact of the
Lobbying Act. This Act was a democratic car crash, and silenced too many
charities around the most recent General Election. I am delighted that Lord
Hodgson has recommended significant reform of the Lobbying Act. This will stop
charities being subject to regulation on the appearance of their campaigns, and
ensure that they are regulated on their intent. I still want to see the
Lobbying Act repealed in its entirety, but these recommendations are a good
first step.<o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<br />
<div class="MsoPlainText">
In a week where the Government have taken on board the
suggestions of charity voice, they should heed the lessons outlined by Lord
Hodgson. We need his ideas implemented without delay, and without excuses.
Otherwise, how can charities continue to contribute to the national debate, and
form stronger policy?<o:p></o:p></div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-54600627202550757332016-02-23T15:52:00.002+00:002016-02-24T10:09:20.967+00:00Time for Change - The Challenge Ahead<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
Yesterday marked the my report <i>The Challenge Ahead</i>.
This is the final installment in my <i>Time for Change</i> campaign, which set
out to improve the quality of care and support given to individuals with
learning disabilities and/or autism.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
First, I would like to thank all involved with this campaign
over the last year. With the help of this diverse crowd – which has included
everyone from providers to those affected by learning disabilities and/or
autism – we have managed to get a real commitment from NHS England to close
inappropriate care settings.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
But this is not job done. There are still real challenges
facing this programme. And it is to these that today’s report speaks.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
First, I have called for a Learning Disabilities
Commissioner. They would be empowered and obliged to act on behalf of those
individuals with learning disabilities and/or autism. This is crucial to
ensuring that the promises made last Autumn are kept, and that these people get
the support they deserve.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I also call for the Transforming Care programme to be
independently evaluated. Without rigorous external examination of the process,
there is a risk that we reach 2019 only to find that yet more promises have
been broken. We cannot allow this to happen.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This, and the other recommendations I have made, has come
from a consultation with individuals affected by learning disabilities and/or
autism. By listening to the voices of those most affected, it is possible to
ensure that reforms are made with their best interests at heart.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
And I was encouraged by what I heard at the launch of this
report. Both Alistair Burt MP, the Minister for Social Care, and Luciana Berger
MP, the Shadow Minister for Mental Health, supported the need to provide high
quality care for people with learning disabilities and/or autism. But this is
not just about politicians. We heard from Phill Wills, father of Josh Wills,
and two family members of people who were in Winterbourne View. These
compelling testimonies reminded us of why this campaign matters – to improve
the lives of the people affected.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Finally, I will echo what Baroness Hollins said yesterday –
This is just a report. What needs to come next is action.<o:p></o:p><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://2.bp.blogspot.com/-31v5dRgZCCg/Vs2AK5JhOdI/AAAAAAAADh0/UBRhmx9XUj4/s1600/DSCF6523.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://2.bp.blogspot.com/-31v5dRgZCCg/Vs2AK5JhOdI/AAAAAAAADh0/UBRhmx9XUj4/s320/DSCF6523.JPG" width="320" /></a></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://2.bp.blogspot.com/-O7QZjIVBgNA/Vs2AK5J8-mI/AAAAAAAADh4/ijeCO-J6xbA/s1600/DSCF6525.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://2.bp.blogspot.com/-O7QZjIVBgNA/Vs2AK5J8-mI/AAAAAAAADh4/ijeCO-J6xbA/s320/DSCF6525.JPG" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<i>Alistair Burt MP, Minister for Social Care</i></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-VgQDFJtbe3o/Vs2AKiAIwAI/AAAAAAAADhw/JD0sWzVyx3c/s1600/DSCF6527.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://1.bp.blogspot.com/-VgQDFJtbe3o/Vs2AKiAIwAI/AAAAAAAADhw/JD0sWzVyx3c/s320/DSCF6527.JPG" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<i>Luciana Berger MP, Shadow Minister for Mental Health</i></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-nXEvvzPcObE/Vs2Ape08-TI/AAAAAAAADh8/8ZhPGypZxDQ/s1600/DSCF6530.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://1.bp.blogspot.com/-nXEvvzPcObE/Vs2Ape08-TI/AAAAAAAADh8/8ZhPGypZxDQ/s320/DSCF6530.JPG" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<i>Phill Wills, Father of Josh Wills and Campaigner</i></div>
For more information on this report, see <a href="https://www.acevo.org.uk/news/winterbourne-view-time-change-report-launch" target="_blank">here</a>.</div>
</div>
Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com14tag:blogger.com,1999:blog-1189064357283855936.post-22566786003962908382016-02-01T15:54:00.000+00:002016-02-01T15:54:14.406+00:00The Importance of Good Governance<div dir="ltr" style="text-align: left;" trbidi="on">
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Today saw the release of the PACAC report on the collapse of
Kids Company. Many of their observations chime with what I and ACEVO said last
summer. They are right to say that the government and trustees gave Camilla
Batmanghelidh far too much freedom. On top of that, there was no effort to deal
with catastrophically low reserves. And they are right to underline the
importance of effective and healthy governance.</div>
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What we saw was a total failure of governance. All of Kids
Company’s funds were driven towards the front line. This left the back office
woefully under supported. A lack of support which, unsurprisingly, led to the
charities collapse. Here, the golden rule of charity governance – that charity
is delivered on the front line, but it begins in the back office – was forgotten. </div>
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Given this, PACAC were right to condemn the Kids Company
trustees as ‘negligent’. What they did not then do was provide an image of how
better governance could be promoted. Regulation alone cannot ensure best
practice. What we need is a government, and regulator, which supports the
sector to be better. I said this last year, when I wrote to the Chair of the
Charity Commission, William Shawcross. I told him it is better to prevent, than
to fight fire. What we heard today only underlines the importance of this. The
additional funds recommended by PACAC should not be used simply to beef up
policing. By providing additional support, it can help the sector flourish.</div>
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And a flourishing charity sector is good for society. This
is why I, and ACEVO, will be looking to create a Charity Excellence Hub. This
will be a crucial first step towards realising a more effective charity sector.
But we cannot do this alone. We need support from others. Through this, we can
build strong governance for the future, and prevent the collapse of yet more
charities. </div>
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I have been hammering this message home today, both on BBC
Breakfast and the Today Programme. My Director of Public Policy, Asheem Singh,
said the same on BBC News. The message is clear – if charities are to continue
the excellent work which they do, then we must invest properly in their
governance.</div>
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Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com126tag:blogger.com,1999:blog-1189064357283855936.post-78425564751201028412016-01-28T16:12:00.001+00:002016-01-29T16:55:50.673+00:00Open the Sewing Factory<div dir="ltr" style="text-align: left;" trbidi="on">
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What better way to open the morning than by baking my
bread for breakfast Lebanese style and handing over $2000. We were visiting a
Human Appeal social enterprise in Saida, an old port town on the Lebanese
coast. Its a family run bakery, producing their own bread. Of course in London we would die for these fantastic artisan flat breads, but here it is the staple of this working class
district. It's run by Palestinian refugees and HA are going them the money to
expand. And I got to hand over the cheque! Have to say the flat bread with thyme
and herb coating is most delicious. It's often called the Lebanese pizza I'm
told! </div>
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It was off to see
some schools. The first is a charity run school which takes kids from nursery
to secondary. The Principal is the brother of the President of the famous
Finsbury Park Mosque and his brother, Mohammed Kozbar, was there to greet me
as well. That was a bonus as he wants me to go and visit, which I shall
certainly do when I'm back in London. Then it was on to a school for Syrian
refugees. It's a mark of the crisis in Syria that all the pupils come from
every region in that country. There is no part of Syria not affected by war. These pupils have often seen the most applying abuse and atrocity. But they are
keen to learn and so return eventually to the country they have left. I wished
them well.</div>
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But the main event of the day was officiating at the
opening of The Sewing factory, along with the representative of the Qatar
charity and Human Appeal. This is a social enterprise which aims to train Syrian
women refugees and give them qualifications that will lead to employment. They
also take in donated clothes which they wash and sew and either sell or give
away. And they do a nice line in school uniforms. I made a speech which I hope
fitted the occasion. I'm afraid I used that corny line about how good it
is to give a starving person a fish, but how much better it is to teach them to
fish. But it seems so apposite for the occasion. Many of the refugees have been
here for so long they need to be supported both in their physical needs but
also in education and skills. A brilliant initiative which has been done with
major support from Britain and Qatar.</div>
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And then onto a
conference for representatives of local charities to hear and discuss the role
we have in humanitarian aid and sustainable development. <o:p></o:p></div>
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Then finally an hour of sightseeing. The port city of
Saida is an ancient settlement and has an old fortress, port and souk.</div>
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So now my 3 days here in Lebanon are at an end. My views on the importance of support for the work of the Muslim Charity Forum remain as
strong as ever. With the increasingly nasty climate that faces our British
Muslim community it's essential our charity's work as a whole to support their
work. Indeed we need to ensure the government, so far dismissive of the work that these charities do understand
that tackling extremism is built upon the roots that communities develop
themselves it is Muslim charities that
take such an important role in their humanitarian work and their development of
civil society. ACEVO will continue to battle their cause against ignorance and
prejudice. When governments are so keen to lecture and not to listen to the future
for social cohesion. It remains bleak. <o:p></o:p></div>
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Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com1tag:blogger.com,1999:blog-1189064357283855936.post-72846963390717130382016-01-27T17:26:00.002+00:002016-01-29T16:57:46.846+00:00A health day in Lebanon<div dir="ltr" style="text-align: left;" trbidi="on">
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When you don't have a health service and the government
doesn't even provide the basics you realise what people suffer for lack of
health care. What is available is provided through charities. Which is fine if
those charities have all the reassurances they need. But they don't here. I was
spending the days visiting some of the projects supported by the British Muslim
charities. <o:p></o:p></div>
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We started in the south of the country at a mobile clinic
that services the Syrian refugees in the region. It's funded partly by Islamic
Relief UK.</div>
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We then moved onto visit a new project run by the Medrar
foundation. I met the CEO, Rami Harajli, who is in charge of the work. He is a
nephew I believe of the President of the Parliament. In this part of south
Lebanon they are Shia. We saw rather a lot of posters and propaganda for
Hezbollah. You see him here in front of the building that is going on. <o:p></o:p></div>
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But then it was
moving north and a meeting with the Sunni Chief Mufti. A fine cleric and
scholar who is also the chief judge in these parts. <o:p></o:p></div>
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Then it was straight to the north of the country and a
hospital in Tripoli. Human Appeal have donated equipment to start an eye clinic
in the hospital that proved medical care for the Syrian refugees who come from
across the nearby border. 700,000 of them in and around these parts A great and ancient port city known to the
Romans and Greeks, we finished our field tour by eating at a fish restaurant by the harbour. I choose a
dorado which they then grilled for me. With prawns and calamari it was a lovely end to a hectic day. Again
it's notable how little the government does for anyone. It is only the work of
charities like the Muslim Charity Forum that supports such good humanitarian
causes. When I was in the hospital in Tripoli I spoke to a young lad who had a
badly broken leg. He has lost all his family. And now the job he had. </div>
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It's worth remembering when we have so much publicity
about extremism that there is a groups of strong and effective Muslim charities
who are funding vital work in this war ravaged region. When we know the draw of
Europe for so many refugees it's good that there are British charities who are
doing vital work that support people staying in the region. Though this is
support at the most basic and more is needed. Meeting families and hearing
their stories brings home to you the need for a strong humanitarian response to
this crisis.<o:p></o:p></div>
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At least here the refugees have a home in a building not a
tent. Basic but at least better in the bitter cold. Built by the UN but they
still have to pay rent for each room they use.</div>
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Got a rather sad girl keen on me taking her picture so here
it is.</div>
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Then it was onto a spectacular project in the Deep South; a
brand new hospital being built as a state of the art teaching hospital in a
prime spot on a mountain top. Lots of fresh air! It is funded by the Medrar
foundation. I met the CEO of the
foundation, Rami Harajli, and he is also
on the board for the new medical centre. He is the nephew (I think I got this right?) of the President of
the Lebanese Parliament, who comes from these parts. In the interesting
constitutional set up here the President of the Parliament is a Shia. The Prime
Minister a Sunni and the President a Maronite Christian.</div>
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<tr><td class="tr-caption" style="text-align: center;">And no visit would be good without meeting with the religious leaders, so we had a short time with the Mufti in South Lebanon.</td></tr>
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Sir Stephen Bubbhttp://www.blogger.com/profile/13575202213305419556noreply@blogger.com6