Burton upon Trent
Monitor and interpret the financial standing of the charity and reports to the Board regarding cash-flow forecasting, income streams, out-going expenses and the overarching strategic management of the organisation’s financial resources. Oversee the charity’s financial risk-management process and report financial health to the board of trustees at regular intervals. Acts as a counter signatory on cheques and applications to funders and ensure that annual accounts are submitted to all relevant regulators in a timely fashion. Liaising with external auditors on financial issues and ensuring that the organisation’s finances are responsibly managed and invested for the betterment of the organisation’s work and for the beneficiaries it serves. Essential • Good communication and leadership skills. • Qualified/Part Qualified accountant with demonstrated commercial awareness and knowledge. • Knowledge of charity and impending regulatory changes. • Competent use of IT. • Proven ability to communicate and explain financial information to the Chief Executive and Board of Trustees and other stakeholders. • Analytical and evaluation skills, demonstrating good judgement. • Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship. Desirable • Demonstrated knowledge and experience of charity fundraising and finance practices. • Dedicated to the organisation’s cause and objectives and willing to act as the charity’s ambassador to external bodies, charities and companies. • Skills and experience in one or more areas of non-executive governance and management e.g. strategic planning, business management, financial/accountancy, understanding of HR issues, experience of Trusts or other grant giving bodies particularly fundraising and legal knowledge. • A team-oriented approach to problem solving and to management. • The Board meets at least 9 times a year presently a minimum attendance will be required of 7 meeting per year. • Attendance at award meetings or fundraising meetings is optional. • Board meetings are held at the organisation’s premises at Burton on Trent. • In addition to board meetings, other contact – usually electronic or by telephone – will be necessary.
The Energy Institute is seeking a Charity Trustee to take up office as Honorary Treasurer and therefore a Board member and Chair of the Finance and Audit Committee. The appointment is with effect from the Annual General Meeting in July 2020. The appointment term is 3 years, renewable once to serve a maximum of 6 years. The Board meets 4 times a year and once for a dinner and strategy day. The Finance and Audit Committee also meets 4 times a year. Meetings are usually held at the EI in central London. The Board welcomes applications from qualified Chartered Accountants who have experience of working within or with energy companies. We wish to maintain the balance of diversity on the Board and improve it at committee level. Experience as a trustee is desirable but not necessary as training is provided. The EI’s ambition is to ensure that energy’s critical role in the world is better understood, managed and valued for the public good. EI is a global organisation which focuses on workforce development, HSE good practice and improving the quality of the public debate. Applications for the post should include a cover note explaining your interest in the role and a CV. These should be sent by email to firstname.lastname@example.org on or before Friday 21st February 2020. Interviews will take place on February 26th at the EI’s offices in central London and can be undertaken via skype if required.
A small rare disease charity, founded in 2015, with a dynamic group of trustees and supporters. We are growing and require more formal financial support for our year end accounts. An opportunity, if interested, to get involved all aspects of running the charity as well as the finances. Immensely rewarding role supporting a neglected group of patients. We have annual revenues of about 18,000 pounds and have plans to grow this to enable us to provide better support to patients and also act as a catalyst for research. We have a small multidisciplinary group of trustees, a retired company chairman from the communications industry, professional people from the medical and pharmaceutical world and the energy sector. The treasurer role would involve management of the preparation of the accounts as well as well as ensuring the appropriate systems and process were in place to manage the day to day finances of the charity. We are very much a team, so there would be opportunities to get involved (and take responsibility if desired) in other aspects of the charity operations, fundraising etc. This is something that we would be happy to discuss with interested candidates. Trustee meeting are held in London, the charity is registered in the west midlands. The role can be from home, flexible on timings etc. Occasional trips to london for trustee meetings. Visit our website www.mastcellaction.org for more information about the charity. Expenses covered.
About FoodCycle FoodCycle is an award winning national charity delivering volunteer powered community dinning Projects across England. We build communities in our Projects by combining surplus food, volunteers and spare kitchen spaces to create nutritious, three-course meals for the community. We currently have 41 Projects and open our doors every week to 1500 people who are at risk of hunger and loneliness. We have 4 main aims: To strengthen communities To encourage friendships To improve nutrition and reduce hunger To change attitudes towards food and to reduce food waste Our head office is in London and we have 41 projects across the country serving 1500 guests a week.Founded 10 years ago, our annual turnover has grown steadily over the years to over £700,000. We are in an exciting phase of growth. For further information, please visit our website www.foodcycle.org.uk Role of Trustee To ensure that FoodCycle complies with our governing document, charity law, company law and any other relevant legislation or regulations and that we pursue our Objects as defined in our governing document To ensure that we apply our resources exclusively in pursuance of FoodCycle's Objects and that we are efficiently and effectively managed To safeguard the good name and values of FoodCycle To ensure the financial stability of FoodCycle To appoint the Chief Executive Officer and monitor his/her performance. To sit on safeguarding, remuneration and other panels as required In addition to the above statutory duties, we ask our trustees to use any specific skills, knowledge or experience they have to help the Board of Trustees reach sound decisions. You will gain knowledge and understanding of the charity’s key processes which will enhance your career development. To carry out your role we will invest in training where there are gaps and seek to progress you if the opportunity arises. Responsibility of Treasurer As Honorary Treasurer you will be responsible for: Overseeing the financial affairs of the organisation and ensuring they are legal, constitutional and within accepted accounting practice Liaising with the CEO and finance manager to ensure the financial viability of the organisation and to set budgets Ensuring proper records are kept and that effective financial procedures are in place Monitoring and reporting on the financial health and financial risk management of the organisation to the Board, and taking a lead in interpreting financial data for them Overseeing the production of necessary financial reports/returns, accounts independent examinations/audits Ensuring that FoodCycle has appropriate financial, reserves and investment policies Advising on the financial implications of the organisation’s strategic plans Leading on appointing and overseeing the work of independent examiners / auditors. You will need to have professional financial qualifications and strong analytical skills; relevant knowledge of charity finance and auditing/ accounting would be useful. We want someone who is committed, astute, community minded, can think flexibly and who is willing to speak their mind. It is also important that you have the time to commit to the role. As Treasurer, you will need to spend time reviewing FoodCycle’s finances prior to the Board Meetings, and at any other time as necessary. We will invest in training and mentoring for you as necessary in accordance with your experience as a trustee. The Board and Committee meetings are normally held in central London. Trustees meet 4-5 times a year, and attend the FoodCycle annual conference held on a weekend in October. Trustees serve three years on the FoodCycle Board with an option to extend if necessary. This is not a remunerated position. Applying for this role What to send: A CV of no more than two sides, and a covering note/letter of no more than two sides explaining why you are suitable for the role. Where to send it: Stephen Catling, Chair of Trustee by email to Trustee@foodcycle.org.uk Start: March 2019 FoodCycle is an equal opportunity employer and values diversity. The role advertised is ‘Regulated Activity’ and as such is not exempt from the Rehabilitation of Offenders Act 1974 and that all potential applicants will be subject to an enhanced DBS disclosure check
CABAs help sheet on healthier ways to use technology talks about how gadgets such as smartphones, tablets and laptops have made many aspects of our lives easier, but they also come with undeniable disadvantages, especially where health is concerned. According to the College of Optometrists, people spend nearly 50 hours a week looking at computer screens. This has been linked to what some experts call computer vision syndrome, which includes symptoms such as eye strain, dry eyes, headaches, blurred or double vision as well as focusing difficulties. Why not find a volunteering role to suit you and spend more time putting your skills to good use and reduce your weekly screen time.
The SORP making body is seeking “engagement partners” (individuals and organisations) to assist it and the Charities SORP Committee, in developing the next Charities Statement of Recommended Practice. This is a good opportunity for our members and others with relevant experience to help influence financial reporting practice in the sector for the better. For more information, please visit http://www.charitysorp.org/media/647922/sorp-2019-recruitment-information-pack-engagement-strands.pdf
In our second blog of Trustees Week, we celebrate more great work of ICAEW staff in voluntary board roles. Charity trustees and voluntary board members come from all walks of life. What can you do to make a difference today? Darren Paterson works in professional standards and is a voluntary board member with Northamptonshire Rural Housing Association. Darren, why did you become a board member? I became a voluntary board member, in part ‘to give something back’, but also to improve my own strategic skills. It’s a two-way street! Can you tell us a bit about the charity and your role? NRHA provides and manages affordable homes for local people and families who would not otherwise be able to afford to live in the villages where they have grown up, work, or have close family ties. We specialise in identifying ‘exception sites’ in villages which would ordinarily not get planning permission, and work with parish councils and borough councils to design and build small affordable housing developments. I’ve been a board member for about 4 years, am Vice Chair of the association, and I also chair the Finance Committee. Being a qualified accountant, I bring financial oversight skills to the Board, but am also always learning a lot about the sector. The time commitment isn’t huge - I attend eight 2-hour meetings a year. What are some of the things that inspire you about your role? We all have different skills we can share with charities that are crying out for them. In July the Board had a field trip – literally, as we were visiting potential new sites for building, but we also met some existing residents. One was a lady in her eighties in the Northamptonshire village of Yarwell living in a lovely NRHA bungalow. She had moved up from the South to be near to her daughter, who lived in the same village, and without being able to rent an NRHA property, she would never have been able to do that. To find your next volunteering role, check out the opportunities being advertised now on www.icaewvolunteers.com
Happy Trustees Week 2019! To celebrate this annual event we’re showcasing the great work that ICAEW staff do as trustees – read on to be inspired about how you can also make a difference. Helen Carter is Legal Policy and Compliance Manager at ICAEW and a trustee of Niemann Pick UK (registered charity number 1144406). Diane Waller is Committee Administrator and a trustee of the Hollie Foundation (registered charity number 1156216) What motivated you to become a trustee? Helen: My daughter was diagnosed with a rare life limiting condition at the age of 2 years old. During the diagnosis process I reached out to a small charity called Niemann Pick UK. This charity was a lifeline for my family. Their clinical nurse specialist helped us cope in the early days of diagnosis and the charity staff offered us vital support, care and information. Neimann Pick Type C is a rare and devastating condition and families can wait years for a diagnosis. When it finally comes it is life changing and there is a strong feeling of loneliness and despair. Having NPUK by our side helped reduce our anxiety and helped us come to terms with a ‘different’ future for our daughter. We started to fundraise for the charity and raise awareness on a national level. I was invited to observe my first charity board meeting a number of months later and was truly inspired by the dedication and commitment of such a small team of trustees, most of whom had been affected in some way by Niemann Pick diseases. I joined the charity as a trustee in 2008 as I felt with my legal background and my own experiences as a parent could support the charity. Diane: My friend’s daughter was diagnosed with a life limiting disease, Niemman Pick Type C. It was devastating when I found out her daughter had been diagnosed. I didn’t know what to do and I just wanted to waive a magic wand and stop her from having this disease. I decided that I wanted to do what I could to help in some way. I really wanted to help families who were struggling with everyday life, to be able to make things easier if I could. Tell us a bit about your charity and trustee role Helen: I am Vice Chair of Niemann Pick UK. As a small charity all the trustees have a vital role to play to support our small staff team and to ensure good governance of the charity. I have assumed the role of a parent advocate feeding back to the board on the issues and challenges facing our community and I also have a keen interest in fundraising and awareness, both of which are key for our charity. My legal background enables me to support the board in the review of agreements and other legal paperwork. The trustees work together to ensure we continue to deliver the best service we can to all our families from the point of diagnosis through to bereavement support. In addition to my role on the board of NPUK I am also founder Chair of The Hollie Foundation, a grant giving organisation that supports families through the provision of grant funding for support, equipment and adaptions. Diane: I am secretary and trustee for The Hollie Foundation (1156216). The charity was set up in March 2014. I have been part of a board of 8 trustees since it was initially set up. All the trustees are volunteers. We provide funding for support, research and education for those living with life-limiting NP-C, a cause of childhood dementia. To raise funds for our charity I have helped organised charity balls, skydives, curry nights, cake bakes and charity fetes. I have made decisions on whether grants are approved or not. Some of the grants I have helped approve are for garden adaptions, specialist equipment, sensory equipment and also grants for research. I am so proud to have been able to raise money and also be able to give grants that are needed. What are some of the things you’ve gained from the experience of being a trustee? Diane: I have learnt a lot. I have learnt the resilience of the families is amazing: whatever life throws at them they just get on and deal with it. Learning more about the disease NP-C and what effect this has on a person’s life. I have learnt that members of the public and companies are very giving when I have asked for donations. I have presented to large numbers of people (schools and companies) and my confidence has come on in leaps and bounds. I would not normally put myself forward to do presentations but being part of the charity has made me deal with my self-confidence. I have made many friends along the way. Being able to talk to families and understand their issues has helped me look at the way I conduct myself and I try not to take things for granted. I am more understanding of families who have disabilities and I try to think about how I would want to be treated if I were in their position. Helen: My work as a trustee of NPUK has had a huge impact on my life. Working with such an exceptional group of people who share skills, knowledge and experience to make a positive different to the lives of those affected by Niemann Pick is extremely rewarding. The charity has grown substantially since 2008 having gone through a rebrand and increasing its digital presence. It is now recognised internationally as a flagship organisation for Niemann Pick support and information. What you would say to someone who is thinking of joining a charity board Diane: I would definitely recommend becoming part of a charity. It is extremely rewarding, you get to help families even if it is only in some small way. You get to understand more about the disease you are dealing with, you may get to meet the families you are helping which is so lovely. It is of course very hard work, you have lots of important decisions to make and there is lots of fundraising to do and coming up with new ideas is not always easy. Staying up to date with Charity Commission guidelines is a must, however, I would not change being a trustee for the world. The feeling you get from helping families is amazing. Helen: I would highly recommend it. Being a trustee of a charity helps develop your skills in so many areas and has helped me to build new networks here and internationally. It has enabled me to understand more about the needs of those affected by rare diseases and the complexities of clinical trials, research and funding. NPUK holds an annual family and professionals conference and it is so rewarding to hear from families and professionals at this event about what great work the charity and staff team are doing and see first-hand the positive difference it is having on the lives of so many families. There can be nothing more rewarding than that. If you’re a charity trustee, why not join our Volunteering Community? Stay up to date with news and access our online Trustee Training Modules to help you feel confident in your role.
ICAEW’s online Trustee Training Modules have been produced to help trustees feel confident in their role. We caught up with a couple of people who have completed the modules to find out what they thought. Martin Bostock was Chair of Young Citizens until March this year. Sherv Cheung is Senior Audit Assistant in the Internal Audit team at the Donkey Sanctuary. What was your overall impression of the training modules? Martin: I think they’re a really great piece of work! Although I’ve been a trustee for 11 years and a Chair for 5 years, I learnt a lot. I definitely feel better informed and more confident. How have you used the ICAEW’s Trustee Training Modules? Sherv: I'm currently in a charity internal audit team so it’s a useful tool to consider our trustees' needs and the assurances they need to have to ensure that the charity is creating maximum impact for its beneficiaries. I'm also a governor of a single academy trust, and an Executive Committee Member of Charities Internal Audit Network (CIAN). The modules have been really useful as a self-reflection tool and refresher of my own responsibilities, as well as how we can best engage with all of our stakeholders. What 3 things did you like most about the training modules? Martin: They’re very well written and well-pitched. The content is neither patronising nor too technical or complex so is really accessible for a wide audience. The recurring Board case study was excellent and very thought provoking. The interaction was good and helped me engage with the topic. Generally I found the design and flow excellent. Sherv: I liked how the modules are discrete and on-demand and you can always come back to them as and when is convenient to fit around your schedule. They are also very accessible and written in language that is not overly technical. My favourite thing is that they drive the message that governance is equally about compliance and proper legal and financial stewardship of an organisation, as well as its charitable activities - and that these things are not mutually exclusive. Successful charities need trustees that are able to bridge the two in order to maximise impact for their beneficiaries. The modules also outline that it is just as much about behaviours and respecting all of the amazing staff and volunteers that help charities carry out their public benefit as it is technical knowledge. How have the training modules helped you in your role? Sherv: I think that the more 'practical' elements of the modules, such as the 'Managing Board Dynamics' section were really helpful in applying the principles of good governance to a scenario. It helped to reinforce that governance is about driving desirable and collaborative behaviour at the top of the organisation that champions diversity and the idea that decision-making should be centred around the best interests of the charity's beneficiaries. Some sections also have a discussion feature where users can post their thoughts on practical scenarios. I found this to be really interesting - to see everyone's reactions and thoughts to given situations. 5. What would you say to a trustee or colleague who was thinking of using the training modules? Sherv: The programme contains really varied modules so it functions exceptionally well as an induction if you're new to trusteeship, or as a refresher if you have been serving for a while. Martin: I’d be really happy to offer this to trustees on my board! So I would definitely recommend it to others. Find out more about the Trustee training modules Browse our latest volunteer roles
Take our quiz below on voluntary sector stats …and be inspired to give some of your time for others during the summer break. The start of the summer saw the publication of two useful sets of data about volunteering and the voluntary sector: the Community Life Survey (carried out by the Department for Digital, Culture, Media and Sport; and the NCVO Almanac 2019. The former is carried out annually to track trends and developments in areas that encourage social action and empower communities. The latter gives an overview of the voluntary sector’s scope and characteristics, including its finances, workforce, and volunteering. Quick quiz See if you can correctly answer the following questions – based on the data in the Community Life Survey and NCVO Almanac 2019 (answers at the bottom of the page): 1. The voluntary sector’s total contribution to the UK economy in 2016/17 was…? a. A little less than the GDP of Honduras b. £17.1bn c. A little more than the GDP of Cambodia, Trinidad and Tobago, and Cyprus 2. Voluntary organisations with an income of more than £1m accounted for what proportion of the sector’s income? a. One quarter b. Half c. Four-fifths 3. The distribution of voluntary organisations is…? a. Overwhelmingly concentrated in the south b. Broadly similar to the distribution of the population c. Evenly split between urban and rural areas 4. How many people formally volunteered through a group, club or organisation during 2017-18? a. 20.1m b. 38% c. 64% 5. In 2018-19 the number of people formally volunteering…? a. Was around the same b. Had decreased substantially c. Had increased slightly Tips to get over the barriers to volunteering Three of the most common barriers to volunteering are given as: • Work commitments (49%) • Having other things to do in spare time (35%) • Looking after children (23%) So here are some ways of overcoming these barriers: 1. Encourage your employer and/or colleagues to promote volunteering as part of the organisation’s CSR programme and/or personal/professional development. This can align work interests with volunteering, so you can improve your wellbeing without feeling that you’re compromising on your professional commitments. 2. Combine volunteering with an existing hobby or passion: find an organisation or activity that gives you the opportunity to do something you love whilst giving back to others. For example, taking part in a fundraising event at your golf club, or volunteering at an art group with young people, disabled people or those who are lonely. 3. Volunteer with the kids! The summer holidays provide a perfect opportunity to get out and about as a family. Whether it’s litter picking at the beach, helping redecorate your local village hall, or joining other volunteers in some community gardening there are lots of ways that children of all ages can get stuck in whilst learning about the value of contributing to their community. Want to find out more? Find your next volunteering opportunity at www.icaewvolunteers.com Read more about the Community Life Survey Browse the NCVO Civil Society Almanac 2019 Quiz answers 1. All of them! 2. c. Four-fifths 3. b. Broadly similar to the distribution of the population 4. a. 20.1m and b. 38%. 64% of people volunteered at least once in 2017-18 including informally. 5. a. Was around the same. 36% formally volunteered in 2018/ 2019
Gillian McKay, Head of Charity and Voluntary Sector ICAEW, shares her thoughts and feedback on the recent ICAEW Charity Conference. ICAEW held its 2019 annual charities conference on 28 June, I hope you were able to attend and enjoyed the day. For me it is always a great opportunity to meet so many members working in the sector, hear their concerns, and to share information regarding the technical updates affecting charities and to share ideas on how to find solutions to common problems. Our opening panel included Mike Ashley, board member of the Charity Commission, Madeleine Fone, from the technical advisory team of ICAEW and Sudhir Singh, head of charities at MHA McIntyre Hudson. The panel debated issues arising from reporting matters of material significance, the practical and ethical issues which may impact auditors and independent examiners and the importance or reporting from the Commission’s perspective. This was the first year we dispensed with microphones and asked attendees to submit questions through an online app and the response was tremendous – we clearly are very interested and engaged in this area! According to Mike Ashley the reporting of serious incident reports, and matters of material significance, have increased sharply from last year. Increases in reporting are welcomed however some further caution needs to be heeded regarding the quality of charity accounts. Mike reported that there are still a considerable amount of charity accounts submitted where there are clear areas that are “worthy of improvement”. We encourage all our members to engage with the sector but would remind all who do, even those who do so on a pro bono basis, that we need to ensure we retain appropriate professional standards when we do. Madeleine Fone emphasised the importance of sing for support from the technical helplines when facing technical or ethical problems in our work. For those new to working with the charity sector, or those looking to brush up on their knowledge, you may be interested in the ICAEW’s fundamentals of charity accounting and taxation seminar on 23 September. The seminar aims to take attendees through the must have know how of charity accounting and taxation. The conference also showcased, for the first time. The new ICAEW trustee training modules. The modules are one of the benefits of membership of ICAEW’s new volunteering community. The modules contain 6 online training modules covering the basics you need to know to be an effective charity trustee. They are designed to be a comprehensive but light touch introduction, with signposts to further reading for areas the user may wish to explore further. After completing the modules there is an optional assessment which, upon completion provides an ICAEW certificate. The conference was an opportunity for us to let attendees test drive the modules and see them for themselves, feedback to date has been very positive so if you are interested in the I would encourage you to visit the Volunteering Community pages. Further sessions throughout the day focused on updates to accounting and taxation. So much happens in this space that sometimes it can seem hard to keep up. If you didn’t manage to make the conference but would still like to hear an update, don’t forget the ICAEW’s Charity Finance Community seminar series this autumn. Our advanced accounting and tax seminar on 14 October 2019 aims to provide updates on recent developments in charity accounting and taxation as well as emerging issues. The remainder of the sessions were delivered by excellent sector experts, they covered cyber security, employment law, managing volunteers, charity mergers and charity law and compliance. It was a great day with a great turnout. I really enjoyed meeting as many of you as I did and hope to see you at next year’s charity conference on Friday June 26.
This year, Volunteers Week (1-7 June) celebrated the 35th anniversary of this annual campaign to recognise, celebrate and thank volunteers. It is co-ordinated by NCVO (the National Council of Voluntary Organisations) which is itself commemorating its centenary this year. During the week hundreds of events take place to thank volunteers and raise awareness of the huge array of volunteering opportunities that exist. Volunteers with finance and business skills are always in demand. Did you know, 1 in 10 volunteers get support from their employer to volunteer? And more than half of people who get time off work to volunteer use their professional skills when volunteering. Check out the guest blog Governors for Schools have written for us about some of the benefits of skills-based volunteering. If you’re already volunteering, you’re part of a big club! • In 2017/18, 20.1 million (38%) people in the UK volunteered formally at least once a year and 11.8 million (22%) of people did so at least once a month. • ‘Wanting to do good’ is the most common motivation to volunteer. In 2017/18, 46% of people said that they volunteer to improve things and help others. • In 2015, volunteering was worth more than £22.6bn to the UK economy. This is equivalent to about 1.2% of GDP. • 67% of volunteers give their time to charities and community groups, an invaluable resource to the 168,000+ voluntary organisations in the UK, but many others also volunteer in the public and private sectors. (Thanks to the NCVO for these stats!) If you haven’t yet taken the plunge, why not be inspired by some of the volunteering stories featured at https://volunteersweek.org/volunteering-stories/ and check out the volunteering opportunities advertised on www.icaewvolunteers.com?! We’d also like to take a moment to celebrate the many ICAEW members who give their time freely, either through regular volunteering or one-off opportunities. Thank you so much – it really does make a difference to the charities and not-for-profit organisations you support.
As we celebrate Volunteers Week 2019, we talked to Vanessa Johnson at Governors for Schools about how skills-based volunteering can be good for your career and your community. Becoming a school governor can lead to a better future for you, your career and the young people in your area. You’ll develop new skills, build your network and gain board-level experience - all while giving back to your community. So how can you get involved – and how will your career benefit? “In my last interview I told the interviewer I was a governor. She recognised the value of the role and asked why it wasn’t on my CV” What does a school governor do? School governors have the power to improve education for children. The governing board helps schools run efficiently and effectively, supporting and challenging the headteacher and making sure public money is spent responsibly. As a school governor, you’ll set the school’s vision, manage the school’s finances, and analyse educational outcomes. Governors are also involved in the school community, so you’ll see the impact of your decisions first-hand. Being a school governor is a chance to experience leadership at board level at any point in your career. You’ll develop transferable skills and having school governance on your CV is a worthy addition - employers recognise the skills you gain in the role and how it can grow existing skills. You can use your existing skills – and learn how to apply them in a different context – as well as learning about areas outside your usual role Finance – You’ll review and approve large budgets of over £1million as part of the governing board. You’ll work to find the best ways to manage the money available, prioritising and making often tough decisions. Governors with finance expertise are always needed. The role enables you to use your skills in a different way to your day job so you can broaden your perspective. HR – It’s the governing board’s job to recruit the headteacher and performance manage them in the role. A crucial part of being a governor is supporting and challenging the headteacher – skills that are valuable in any workplace. Strategy – Decisions you make as a governor will directly affect the school and the children. As a governing board you’ll set the ethos of the school and discuss the vision for the future. You’ll also review the school’s development plan. Data analysis – You‘ll make informed decisions based on data, reviewing the data to make sure the school is on the track to success. Analytical thinking – Governors need to solve problems quickly and effectively to make sure the school runs as efficiently as possible. As a governor, you’ll challenge the status quo by analysing the best processes for the school and asking challenging questions. These are all skills that can enhance how you perform in your day job, and the specific expertise and experience of ICAEW members can bring valuable insight to a school’s governing body. “The skills and confidence gained from being a governor and taking on increasing levels of responsibility contributed to my success in gaining a promotion to departmental manager at work.” How do you become a school governor? Governors for Schools post school governor vacancies on www.icaewvolunteers.com so you can search for a role there. You can also apply directly with Governors for Schools and the charity will help match your specific skillset with a local school in need. Is there any support available? Governors for Schools offers free training and support, including regular webinars and access to its online information service, to make sure you’re effective from your first day in the role. Although focused on the role of charity trustees, ICAEW’s online trustee training modules also contain modules that are applicable to school governors.
London Plus is the ‘hub’ body for the capital’s 120,000 plus voluntary and community organisations that form part of civil society in London. We arrived at an interesting time for civil society as the boundaries between the state, voluntary, private and public sectors in supporting civil society have become more blurred. London Plus also emerged out of a shared consensus that although social action by volunteers and the wider civil society sector has made a significant difference to Londoners, a more unified approach was needed to help the public, politicians and business better understand the range, complexity and importance of the work that civil society does. The legacy body we emerged from was Greater London Volunteering, but as London Plus we have a newly defined, wider remit to support civil society organisations (CSOs) and networks across London to build collaborative partnerships, and make more use of data, insights and intelligence on what works and what doesn’t, and to share those insights about positive impact across London. For non-Londoners it may be annoying to hear about the experiences of London, again (!) but there are some pointers about how we are working with partners in the private sector that have wider national relevance, and a number of recent reports and strategies have highlighted the fact that the private sector increasingly seen as a key component of a c21st civil society. Something we have found that is of value to any charity or CSO wherever they are located is the giving of skills and time. In my first month in this role I attended a network meeting where the theme was skilled volunteering. We asked delegates (mostly volunteer centres and volunteer-involving small charities) what they needed most from a skilled volunteer, and unsurprisingly, financial skills were the most desirable. One of the first projects we developed after that network meeting was a bespoke mentoring programme for two charity consortia projects in London. We are delivering this in partnership with Pilotlight; recognised experts in pairing up charities with skilled professionals. The programme theme, consortium working, was something that our network told us was a growing concern for smaller charities who need to bid for contracts in partnerships, as the funding culture shifts towards the commissioning of services. Skilled volunteers with the knowledge of what makes a good consortium work have been an invaluable asset to our two ‘guinea pigs’ and we are sharing their learning experience with the wider sector. Civil society is a broad church, and in my experience, it is particularly the medium to small organisations in the sector (and I speak from direct experience here) that often have very limited access to in-house finance specialists to help support, not just their ability to bid for contracts, but also their financial planning, forecasting monitoring, budgeting, income diversification, funding bids, business planning, growth and impact reporting. For a small team without a full time financial professional, this can be daunting, and it is where a skilled finance professional as a trustee can be vital, offering the necessary oversight and advice. With this shift in thinking about how so many of today’s social needs and challenges demand not just partnership working, cross-sector solutions and the giving of time and skills, it is a good time to think about how we can harness the good will and talents of membership bodies like ICAEW to create greater social value. Your membership is a huge asset to CSOs, whether it supports us through membership body initiatives, or as individuals, or it happens as a result of employer CSR programmes. They can make a huge difference and I look forward to attending the conference in June to discuss this in more depth with your members. Margaret Cooney CEO London Plus For more information visit londonplus.org
This weekend sees the 2019 London marathon take place from Greenwich to the Mall. The marathon is one of the UK’s biggest single fundraising events, this year will see the amounts raised for charities since its inception in 1981 break the £1billion mark. In celebration of this fact this year’s campaign message is #ThanksaBillion. In addition to all the money raised by individual runners, the profits of the marathon are gifted to the London Marathon Charitable Trust. Since 1981, the Trust has awarded grants totalling in excess of £77million to more than 1,300 projects in London, Surrey and other areas where London Marathon Events Ltd has organised events. Running for a cause The start on Sunday will see many charity runners setting out along the course to raise money for their respective charities. May I congratulate all those who are taking part in raising funds for charity this year? It’s a very heart-warming sight to see so many people willing to put themselves through the rigorous training to be able to complete a marathon set off in support of a cause that means something to them. After all, we tend to donate to charities that connect with us on an emotional level, that may be through our own experience of loss or misfortune or through our ability to empathise with pain or disadvantage and our willingness to go the extra mile to create a fairer society. It is very true that it feels better to give than to receive and for the runners coping with the length of the course, often for the first time, the thought that a charity is benefiting from their efforts is an additional motivation. Supporting without running For those who for one reason or another can’t take part in direct fundraising there are many ways to support the event. London marathon itself relies on the support of around 6,000 volunteers. Volunteers are currently taken from a diverse range of groups from across London and the south of England, from running clubs, sports clubs, schools and universities, to community organisations, scout groups, police cadets, the London Fire Brigade, the parkrun community and volunteering partners. All groups recruit volunteers from within their own membership and a full list of groups who support the event will be added to the marathon’s pages in time for the 2020 event. In addition you can also help individual runners by coming down to watch the event. The marathon is notorious for its crowd support and from someone who has run the course, the sheer energy and enthusiasm from the crown makes those very long miles seem to pass much quicker. Many spectators support runners by handing out sweets and fruit by the side of the road – again a very welcome treat when the sugar levels are dropping! Challenging inactivity and improving health One of the aims of the marathon and the Charitable Trust is to increase activity and to find ways to challenge the inactivity encouraged by our western lifestyles. Even if you can’t support the marathon why not try a brand new activity. Physical activity has been scientifically proven to help our physical halt and well being as well as help us manage mental health issues such as depression and anxiety. Rather than set a rigorous demanding schedule why not just try a bite sized approach to picking up a new sporting activity, for example why not join a local running group to complete the couch to 5k programme, join a local cycling club or take up a regular Zumba class with friends? None of these activities take much time or money but their impact on your wellbeing can be considerable. Whatever you decide to do this Sunday I hope the marathon will have a positive impact on your life, whether you participate or volunteer yourself, take up a new hobby or come down and cheer, it’s a great celebration of what we can all achieve as an individual and as a community. Gillian McKay is ICAEW's Head of Charity & Voluntary Sector and a Trustee of the London Marathon Charitable Trust. Image credit: Virgin Money London Marathon
The charity Getting on Board has just launched free guidance for the charity sector: How to Recruit Trustees for your Charity – a Practical Guide. We asked CEO, Penny Wilson, what prompted the guidance and how it could help to change the way charity leaders are recruited. Getting on Board’s research shows that there are great benefits to being a trustee: 96% say they’ve learnt new skills, 22% got a promotion as a direct result, and 84% said it made them happier! Yet there are currently an estimated 90,000 trustee vacancies; men outnumber women on trustee boards 2:1; the average age of a trustee is 57-62; and trustee boards are less ethnically diverse than FTSE 100 companies. Simultaneously, many trustee boards are not representative of the communities they serve, and a meagre 14% of organisations feel well-equipped to meet the compliance, strategic, and development needs facing their charity. Is this because there’s a shortage of diverse, potential trustees out there? Or is it because 90% of charities still recruit their trustees through word of mouth and existing networks? Proving the benefits of an rigorous, open trustee recruitment process Getting on Board wanted to prove that there is a direct correlation between rigorous, open trustee recruitment and success in finding the skills, knowledge and experience that a charity needs on its board. We worked with 30 charities over the course of nine months to develop charity trustee recruitment practice, and to innovate and test free and low-cost trustee recruitment methods, such as www.icaewvolunteers.com. Our programme, Trustee Recruitment Pathways, demonstrated that open recruitment of trustees does work. 74% successfully recruited trustees during the programme; 65% felt their board was more diverse after the programme; and 85% now feel equipped to deal with the challenges their charity is facing. Practical guidance for recruiting new trustees Our new guidance shares the learning from Trustee Recruitment Pathways, so that other charities have the confidence and means to openly recruit new trustees. It contains lots of practical tips, example adverts, links to template documents other useful resources and real-life case studies and quotes. We provide step-by-step guidance on the 8 stages we’ve identified in recruiting trustees: Working out what you need on your board What to include in your advert Developing your recruitment pack Targeting your advertising Converting interest to applications Shortlisting and interviewing Actually getting people onto the board Induction: don’t fall at the final hurdle Although the guide is primarily aimed at charities, we hope it will also be useful for individuals that are thinking of taking a step into trusteeship. It gives an insight into what a good trustee recruitment process looks like and a steer on what charities are looking for. We know from Trustee Recruitment Pathways that finance and business skills continue to be some of the most sought-after professional skills on boards. Encouraging charities to openly recruit will increase the already broad range of volunteer roles available to ICAEW’s members and others in the accountancy industry – including those advertised on www.icaewvolunteers.com. Equipping charities to face the challenges of the future By giving charities the tools they need to effectively recruit and support trustees, we hope to create a system where charities are robust, and boards are best equipped to face the challenges of today and the future. This guidance is part of our commitment to provide those tools, and to share our learning as widely as we can. Whether you’re an individual looking for a new voluntary role, a trustee looking for others to join your board, or a professional adviser supporting charity clients, we hope you’ll find the guidance useful and will spread the word about the advantages that open trustee recruitment brings. You can access the full guidance at www.gettingonboard.org. Thinking of becoming a charity trustee? Feel confident you understand your responsibilities and know how to efficiently lead your charity to success with the ICAEW Trustee Training Modules. Find your perfect trustee role on icaewvolunteers.com
January saw the launch of the new Volunteering Community – and with it ICAEW’s new online Trustee Training Modules. We caught up with co-author of the modules, Lynn Cadman, to find out more about this online training and why she wanted to be involved in the project. I’ve been a charity trustee for a few years now. It is incredibly rewarding, giving you the opportunity to enhance your skills and explore new environments – at the same time as making the world better for others. But it can also be challenging, bringing with it important obligations. Even as a governance professional, I’ve sometimes worried about whether I’m doing a good job and thinking about all the things I should be. This includes applying my expertise in practice, in a way that’s appropriate to the specific context of my charity, and in situations that I haven’t encountered previously. There’s lots of brilliant guidance available to trustees but it can be difficult to find what you’re looking for, or to pinpoint what is really relevant for you and your organisation. So when the opportunity arose to co-write an online trustee training course with ICAEW I jumped at the chance! As well as a writer’s group of three (Gillian McKay, ICAEW head of Charity and Volunteering, Christel Hawkins and me) we also worked alongside a steering group of experts from the charity sector, including the Charity Commission, NCVO, the Honorary Treasurer’s Forum and Rosie Chapman (Chair of the Charity Governance Code steering group) to name a few. Some of those involved were former colleagues of mine from the Charity Commission so it was great to work with them again, as well as working alongside others that I hadn’t met before. Supporting trustees to help their charities suceed The aim of the course is to help existing trustees – as well as those thinking of becoming a trustee – to feel confident that they understand their role and responsibilities, to see how they can make an impact, and to help them (and the charities they lead) to succeed. The online training course consists of six modules covering: legal responsibilities, financial responsibilities, managing people, managing risk, managing board dynamics, and planning for success (which covers both strategic planning and measuring impact). They summarise key aspects of running a charity and draw out the trustees’ place in bringing leadership to these areas. The modules are interactive with a series of learning screens, which include quizzes, comment boxes, scenarios and case studies, to help embed what you’re learning. Because the course is modular, you can fit your learning around other commitments and can also dip back into a topic if you need a quick refresher after you’ve completed the course. It’s not compulsory, but you also have the option to complete a short assessment at the end to receive a certificate. Training for trustees working in charities of all sizes One of the challenges we had when writing the course is that the role of a trustee can look different from one charity to another: the time commitment and nature of trustees’ involvement will vary based on factors such as the size of the charity, the resources available (eg. staff), the stage it’s at, and the mix of skills and experience around the board table. So for each of the six modules, we kept coming back to the question: “what are the trustees’ responsibilities here?” Understanding what is expected of you is the first step in demonstrating you’ve fulfilled your responsibilities. A trustee may act in different capacities in their charity, so the focus of the modules helps highlight the trustees’ role as distinct, for example, from voluntary day to day management. ICAEW Volunteering Community One of the key things I love about the training modules is that they are accessible to even the smallest charities. The training modules are available to all members of ICAEW’s Volunteering Community (including non-ICAEW members and those outside of the accountancy profession) so the only cost is the modest annual subscription. As well as access to the modules, members of the Volunteering Community are given professional liability insurance for all UK volunteering activities and regular news and updates about the sector. So it really is amazing value for money! If you’re a trustee, my aspiration is that the training modules will help you see what questions to ask and ensure you have a framework in place to support your teams to achieve. And if you’re contemplating trusteeship, that they will give you the confidence to step into the role, equipped to succeed. Join the ICAEW Volunteering Community (cost from £30 p.a.) to access the Trustee Training modules. If you are attending the NCVO Annual Conference on 1 April come by the ICAEW Volunteers stand to speak to us about the ICAEW Volunteers website and the trustee training modules.
Here are nine reasons why volunteering is the New Year’s Resolution to make (and keep) in 2019. 1. You can contribute to a cause that you care about “The broadest, and maybe the most meaningful definition of volunteering: Doing more than you have to because you want to, in a cause you consider good.” – Ivan Scheier Whether your chosen cause relates to supporting education, health, sports or arts and culture charities, tackling homelessness or other equally worthy causes, you can find a range of non-profits looking for volunteers on icaewvolunteers.com 2. You will be doing good “What is the essence of life? To serve others and to do good.” — Aristotle While Aristotle may have said this more than 2,300 years ago it rings as true today. Wanting to do good is the most common reason people give for volunteering – in 2017/18 46% of people gave this as their motive. Volunteers make an incredibly important difference to charities and voluntary organisations across the UK – many rely on them to keep going. 3. Use your skills to make a positive difference Your financial expertise and the skills that you use on a daily basis in your working life can be of great benefit and help make a real difference to not-for-profit organisations. Read our blog from Joe Ryan on how his skills help him in his role on the audit committee for the Salvation Army. 4. It’s good for your health and wellbeing “The unselfish effort to bring cheer to others will be the beginning of a happier life for ourselves.” — Helen Keller A range of research has demonstrated that volunteering can have a positive impact on mental wellbeing. A study led by the University of Exeter Medical School in 2013 showed that volunteering can improve mental health and help you live longer. The NHS recognises that helping and supporting others is good for mental wellbeing, recommending volunteering as a way to achieve this. 5. Work as a team to achieve a worthwhile goal Team work is important in the majority of job roles and so the experience you will get of doing this while volunteering will be CV enhancing. Furthermore it can be very enjoyable - and research has shown that working as a team to achieve a goal can have a positive impact for your mental health. Mary Hardy gives insight into board meetings at CABA and the lively discussions that can ensue to decide the best way forward for the charity. 6. Meet new people Volunteering is a great way to meet new people, whether they are the people you’re supporting or others that you’re volunteering with. It provides a great opportunity to make new friends outside of your everyday social circle and feel part of a wider community. 7. Try something new There are many diverse volunteer opportunities out there – while some of them may be connected to your day job, others may be something completely different. Either way you will find yourself in an new environment, approaching issues from a different perspective – you may feel out of your comfort zone to start with but that can be a good thing. Read our blog from Lynn Cadman where she reflects on her experience as a new trustee on a charity board. 8. Learn new skills and boost your career Volunteering will not only give you the opportunity to enhance existing skills but will also mean you learn new ones and gain experience in a different sector. Read our blog from Sam Butler who talks about how the additional skills and experience he’s gained from being a school governor are one of the rewards of the role. 9. Worthwhile way to spend your time “Life’s most persistent and urgent question is, ‘What are you doing for others?’” — Martin Luther King, Jr. Doing something to support others is undeniably an important and worthwhile way to spend your time. However much time you have to spare there will be a volunteering opportunity to suit. Start your search today on icaewvolunteers.com
Jayne Hill of CABA writes about how to stay well during the festive period and highlights how volunteering can help with your mental health. Whatever you have planned for the festive season, there’s no doubt that this can be a busy time of year. It’s important to take extra care of your emotional and physical wellbeing so here are some tips from the experts at CABA for staying well through the holidays. MAKE CONNECTIONS Building and maintaining strong connections with friends, family and our wider community is essential for our wellbeing. A 2016 report from the Mental Health Foundation showed that simply having a friend who lives close by could increase happiness by 25%. Research shows that doing good for others does you good too. Volunteering and helping other people increases feel-good chemicals like dopamine, reduces stress, combats depression and improves self-esteem. Volunteering also gives you a sense of belonging to a community and that life has more meaning and purpose which in turn reduces the risk of mental health problems. Search icaewvolunteers.com to find the right volunteering vacancy for you. FIND A BALANCE While there are physical and mental benefits to volunteering, juggling a range of commitments and roles can become stressful. A time when we hope to relax and unwind can become a whirlwind of deadlines, commitments and to-do lists. So maybe this year, instead of trying to do it all, find a balance between getting things done and finding time to relax and enjoy the festivities. STAY HEALTHY If your plans involve celebrating, eating and drinking, you may find it more difficult than usual to make healthy choices, but keeping a few basics in mind will help to look after your physical and emotional wellbeing. Stay hydrated: When you’re dehydrated you’re more likely to feel tired, irritable and unfocused. Eat well: Snacking on fruit and nuts is an easy way to make sure you’re still getting your 5 a day, every day. Keep moving: Simple activities like stretching during an ad break, walking the dog or taking the stairs instead of the lift all help. Sleep well: Avoid using your phone or watching TV at least an hour before you go to bed and take time to wind down. REACH OUT Asking for help puts us in a better position to solve problems, make changes and feel happier. The right support at the right time can make things a little easier. CABA’s advisors are available 24 hours a day, 7 days a week on +44 (0) 1788 556 366 or you can chat online at caba.org.uk So there’s always someone you can reach out to. ‘We're all guilty of not asking for help when we need it - but approaching CABA for support can have a huge impact on your quality of life, and also on the quality of life of the people around you.’- Leonard, CABA client People talk to CABA for lots of reasons, including employment support, career development, emotional support like counselling, money worries, debt, legal issues, carer support and more. Everything is strictly confidential and CABA won't share personal information with anyone, including ICAEW. For more articles, advice and information to help you stay well this festive season visit cabafestive.org.uk
Trustees’ Week 2018 is taking place 12 – 16 November and is a chance to celebrate all things trustee-related: championing existing trustees, inspiring new ones and informing people from all walks of life about using their skills and experience to support good causes. So what better opportunity to reflect on my own experience of joining a board this year? Here are my ‘confessions’ of a new trustee… It wasn’t what I was looking for I’ve been a trustee of a small, local charity for a while and had decided to look for a new trustee role to broaden my experience. But when the opportunity came up to join my new board it came as a complete surprise! I’ve had an interest in the organisation and its cause for a long time, but thought my sights would settle on a charity whose reach was, at most, national. Instead I’ve joined the board of a larger organisation, that works internationally. I didn’t think I had the qualities the charity needed Saying ‘yes’ to the opportunity wasn’t an immediate response. Aside from being the youngest person on the board (according to Companies House), I didn’t feel I had the skills, experience or other qualities needed for a charity of this size and type. But my fellow trustees have been brilliant at helping me see that I possess knowledge that others on the board don’t have. We all have expertise and different perspectives which we bring to the table, and I’m no different. I’ve also realised that some of my previous professional experience is providing really useful insight, even though it relates to work I did quite a long time ago. I planned to stay quiet at my first meeting For my first board meeting, I’d diligently read all the papers and had a few questions and comments but had planned to stay fairly quiet and just observe… But that didn’t last long - in the end, I probably talked too much! The quality of the reports, the depth of discussion, and a sense that I had something valuable to contribute all helped to build my enthusiasm. It was really encouraging to see that everyone felt able to contribute, explore different views and both challenge and support the executive team, and one another. I’ve become more involved than I expected I’d been a bit worried about how I’d balance the time for this alongside other commitments. But I’m loving my new role so much I’ve taken up more opportunities to get involved between meetings than I needed to… including a day playing with Lego as part of our strategy development! I look forward to board meetings I spend a lot of time in meetings generally, and not all of them feel worthwhile. But I really look forward to our board meetings. Reading through the board papers and attending my first two meetings have really enthused me for the role - the amount of thought, consultation, planning and effort that is going into what the charity does is inspiring to see. Within a short space of time I’ve really become part of the team and I know the other trustees feel the same: they’ve started assigning more action points to me! Lynn Cadman joined the trustee board of the Baptist Missionary Society in March 2018. Find your ideal volunteering role on ICAEW Volunteers.
As Trustees' Week 2018 begins we thought we’d correct a few of the myths surrounding trusteeship… Myth no.1: Trusteeship is only for people in senior professional roles or who are retired Ok so it’s correct that the average trustee is aged 60-62 and that 60% of trustees have a professional qualification (according to Taken on Trust (2017)). However, that doesn’t mean that trusteeship is only open to this group. Individuals from all walks of life have experience, ideas, enthusiasm and expertise that can benefit a charity. You don’t have to have had a long and distinguished career to make a valuable contribution to a charity’s leadership at board level. Myth no. 2: You have to be visionary or a people person to be a good trustee It is important for charities to have clear vision and to be prepared to take risks, qualities often associated with an entrepreneurial spirit. And charities also need trustees who will be committed to the wellbeing of staff, volunteers and the people the charity is set up to support. But charity boards – like any team – need a mixture of people with different personal qualities. So if you’re less empathetic but are great at staying focussed on targets you will also have something to offer as a trustee. Equally, charities need trustees with excellent attention to detail to compliment those who see the big picture. The key is to have a mix of different personality types that complement one another. Want to know more about how your personality type might fit a charity board? Check out the ‘personality type’ quiz at www.trusteesweek.org. Myth no. 3: Personal liability is a big risk The risk of personal liability often puts people off becoming a trustee. It is possible for trustees to be held personally liable: to the charity, if they cause a financial loss by failing to comply with their duties; or to a third party if they make a claim against the trustees personally or against the charity which it can’t meet. However, it is incredibly rare for such instances to arise. The risks can also be mitigated: by becoming a trustee of an incorporated charity, which has limited liability; by taking out trustee indemnity insurance; and by making sure you understand and comply with your duties as a trustee. Myth no. 4: Being a trustee takes up all your time Taken on Trust found the average trustee spent 5 hours per week fulfilling their role. But other research suggests it can equate to around 30 hours per year. Trusteeship is a commitment and you need to give an appropriate amount of time and attention to fulfil the role properly. But the actual time involved will depend on the charity and what you’re able to offer. Having clear, mutual expectations and being up-front about what you can commit to, means you can find a rewarding trustee role that fits the time-slot you have. Myth no. 5: Trusteeship is by ‘invitation only’ Traditionally charities have tended to recruit trustees through existing networks and word of mouth. However, trusteeship isn’t a closed shop and you may well have skills, experience or other attributes that a charity really needs. Advertising openly for trustees is becoming increasingly common, as charities look to diversify their boards, ensure they’re more representative of the communities they serve, and find people with the range of skills they need. You don’t need to have an existing relationship with a charity to become a trustee. 90% of trustees say they find the role personally rewarding; that’s one statistic worth exploring. Take a look on ICAEW Volunteers for a range of charities looking for trustees with finance and business skills and apply to be a trustee today.
Head of Charity & Voluntary for ICAEW, Gillian McKay, tells us about the changes coming up for the ICAEW Charity & Voluntary Sector Community and her thoughts on challenges for the sector. What changes are happening to the Charity & Voluntary Sector Community? From January the existing Charity & Voluntary Sector Community will split into two groups: the Charity Finance Professionals Community and the Volunteering Community. We’re aware that the current Charity & Voluntary Sector Community consists of three groups: Those engaged in their paid working life with the sector, those who volunteer for the sector and those who belong to both groups. We want to make sure everyone is getting the best value – those in the first group may have no need of the volunteering benefits such as professional liability insurance for volunteering activities, conversely those in the second group may not need the services we offer for charity finance professionals. It therefore made sense to create a separate Volunteering Community, which will be £30 for 2019, containing only benefits relevant to volunteers and reduce the costs of the Charity Professionals to £60. What will members of the new communities get? Aimed at those engaged with the sector as professional advisors, finance directors and other senior charity managers with an interest in finance, the Charity Finance Professionals Community will keep members abreast of developments in charity accounting, taxation and governance. Benefits include a regular newsletter with updates in these areas, discounts at ICAEW charity conferences and seminars and the opportunity to feed their views into ICAEW consultations relevant to the sector. The Volunteering Community is for those volunteering in the sector, for example as a trustee, providing pro bono financial services or as a befriender or sports coach. Benefits include free professional liability insurance for all volunteering activities with UK not for profit organisations, free access to the new trustee training modules ICAEW are developing and a regular newsletter containing information on volunteering matters. How can people join? ICAEW members can select the communities to join during their fees renewals process – or through going to the web pages and clicking join here once the communities go live in January. Fee paying members of the Charity and Voluntary Sector Community will automatically be enrolled into both new communities, so those that only wish to be in one should deselect the other when renewing their membership. The Volunteering Community has no free memberships, so those who want to join and are non fee paying members of the current community will need to join through the website. What is coming up for the two communities in 2019? A lot! The charity conference in June 2019 will again be an exciting event, with three streams of content for attendees to select seminars from, expert speakers and a host of stalls and workshops for attendees to engage with. The Trustee training modules for volunteers will launch in January, we plan to continue to develop them throughout the year. We’ll be listening to members to understand what they would like to see next. What’s been your highlight to date working with the Charity and Voluntary Sector Community? Meeting the community members. Our members are involved in such a wide range of roles and organisations throughout the sector. It’s refreshing to hear the perspectives of those out there on the coal face of the not for profit sector. What challenges do you think the sector faces? The pressure to maintain the confidence of the public and comply with the increasing demands of the charity regulators. I wonder whether the two are connected and if recent announcements from the Charity Commission, stating that public trust in charities has declined has added to the pressure many face to demonstrate this is not the case for them. While there have been a few recent high profile cases of poor governance in charities this is not across the board. This is a sector that delivers a lot of good and I hope our members will continue to engage to maintain standards and enjoy the work they undertake. Find out more about the Charity Finance Professionals Community and the Volunteering Community. Q& A originally published on ICAEW'S Talk Accountancy
All businesses need accountants – and that includes schools. From financial planning, to scrutinising budgets, to holding senior leadership to account, schools rely on their governing body. School governors are the largest volunteer force in education, but thousands of primary and secondary schools across the country need volunteers to bring their skills to a governing board. Sam Butler is an accountant and a school governor at a primary school in Warsop, Nottinghamshire. Sam became a school governor using the free governor recruitment service provided by educational charity Governors for Schools. He talks about how he got into the role, how sitting on a governing board has helped his career, and why more accountants should think about getting involved in governance. When you think about a school, you don’t really think of a business. But modern schools are run like businesses and need to run efficiently whilst ensuring a positive student outcome, which brings unique challenges. Many Headteachers are career teachers and have worked into seniority from the outset. Whilst they look after the operational side of running a school, they don’t always have a broad range of business skills. That’s why it’s important to have other people working with the Headteacher – the governing board – to make sure the school has access to the expertise necessary to make the right decisions. Getting into governance I knew I wanted to do something that would expand my skillset, and I knew I wanted to volunteer. I found Governors for Schools online and decided to apply. It was an easy process and was turned over quite quickly – four weeks later I was a governor at my local primary school. As an accountant, I bring specific qualities to my governing board and give guidance around the school’s finances. Cuts are getting tighter and funding is already difficult so you need someone with financial acumen to find ways around those problems. As a governor, it’s your job to challenge credibility of information and accountability of the senior management, which as an accountant, is something that’s already part of the job. It’s a great opportunity to challenge the established ways of thinking while understanding why certain decisions are made. I feel more informed now to question proposals and decisions more robustly. Accounting in action Our governing board recently had to sign off the school budget. Historically, the governing board had done so without looking into the figures with too much scrutiny, but given my financial background I was keen to dissect and understand the reasoning behind the decisions. Looking into the budget was helpful for us as a governing board as it gave us the opportunity to challenge the parts we didn’t think were fair or realistic. I’ve asked to change the process so that we have visibility of the budget earlier, and can be more involved before it reaches the board for sign off. Develop your career Being a governor is good for your training and continued development as an accountant and it’s something I think more people should get involved in. I’ve seen how executive decisions are made, been part of board meetings, and made financial decisions that affect the wider business. I’ve enjoyed being exposed to a completely different field that I otherwise wouldn’t, and it’s been eye opening to see how difficult it can be to get education right. Initially, I went into the role thinking that it would be a great career move – which it is. But the connection I’ve developed with the students, the School and the wider community has since eclipsed the career benefits. Being a governor is such a worthwhile thing to be involved with - when you’re making these big decisions about budgets, policies and planning, you know that you’re affecting real people and shaping children’s futures, which is really fulfilling. It’s a great life choice as well as career choice. Volunteer opportunities If you’d like to find out more about becoming a school governor through Governors for Schools you can get in touch with the charity via email@example.com Schools can promote their school governor or other voluntary vacancies for free on icaewvolunteers.com. Create an account or log in to post a role. Interested in volunteering? Find a role.
I volunteer as a Trustee for CABA, the charity that supports the wellbeing of past and present ICAEW members and their families, and which partners with ICAEW to provide www.icaewvolunteers.com. I also chair CABA’s Audit and Risk Committee (ARC). Preparing and attending board and committee meetings are a crucial part of my role, as well as balancing the current demands on the organisation with future needs of beneficiaries. Here are some of my thoughts on how I prepare for meetings, how they run and some of the competing priorities we consider. Setting strategy The Board meets four times a year and ARC three. In addition, the Board has an away day with management when we take time out to think about strategy and what’s going to impact the organisation over the coming years. CABA provides a wide range of wellbeing and support services to chartered accountants and their dependants. We are fortunate to be well funded thanks to a large legacy some years ago, but, although we do not have the fundraising challenges most other charities face, we know that this situation will come to an end and the money we have will not last forever. When we first received the funds we had to think about how to spend them in line with CABA’s objectives, which meant establishing new services and expanding the work force to provide them. Now we have three constant issues to address which usually get covered at the away day in the early autumn: What services could/should we offer? The list can be endless, but we have to decide whether they will add value for many (in which case are they affordable long term?) or whether they are ‘one-offs’ which might benefit a few but are still worth doing. Who are our beneficiaries? Our beneficiaries are defined as ‘members of ICAEW’. The Institute is developing a number of new designations and qualifications and we need to understand whether those taking these up are members and, therefore, beneficiaries. How do we ensure our potential beneficiaries are aware of CABA and what we can offer? A task which has been made more complex by GDPR! Getting prepared for meetings CABA uses Board Pad, a secure online meeting and collaboration tool, so we receive all papers electronically about a week before the meeting. Sadly, it is the case as a NED or Trustee that you often find you have to give up part of your weekend to read papers! And having spent a lifetime working with paper, I am working hard to get used to electronic papers. I often print off the agenda so I’ve something to scribble on and I still ask for a hard copy of ARC papers as I can’t cope with chairing a meeting using an iPad yet! In terms of preparation time, this will vary with each individual and the topics on the agenda, but I always assume reading and understanding the papers will take nearly as long as the meeting itself. You can probably get away with less than that but that might inhibit your ability to join in with the discussion at the Board meeting which would be a shame as that is the best part. In the meeting you might find most people have reached the same conclusion as you, or someone has an additional piece of information or background that changes everything or that someone else has reached a different conclusion based on the same information . Either way, lively discussion can ensue, from which you can learn, but in the end the Board has to agree on the way forward. Worthwhile time commitment Being a Trustee does take time and commitment. As well as reading the papers themselves you do need to read around them and keep up to date with the industry – I belong to the ICAEW’s Charity and Voluntary Community which helps me to do this. But, whatever your background and whatever the charity you’re working with, you can always make a contribution if you join in and that’s what makes it worthwhile. Find your ideal volunteer role.
Joe Ryan has been a chartered accountant with ICAEW since 1974. After a 35 year career with PricewaterhouseCoopers, of which the last 24 years were as a partner, Joe retired and took up a number of non-executive roles. Here he tells us about his new volunteer role. Where are you volunteering? I’ve just started a role with the Salvation Army a charity that does great work. Before starting I knew a fair amount about their work helping people in poverty, but I’ve been finding out more about different aspects of what they do including the support they provide for victims of modern slavery. What is your role? I’ve just started as a member of the charity’s Audit Committee. I had my interview around four weeks ago and my first committee meeting on Monday so it is still early days. The time commitment isn’t extensive – around 4 or 5 days a year, with additional time reading the papers beforehand. The committee is looking to ensure that the governance across the organisation is strong and effective. This means that my role will often involve asking difficult questions – and making sure we get the right answers! How have your existing skills and experiences helped you? With the skills and experience that I’ve built up throughout my career, I think there’s a lot I can bring and I’m keen to do that. I’ve always enjoyed negotiating, solving problems and being a trouble shooter – skills that were an important part of my job as a senior partner at PwC for a number of years - and am excited to use these skills at the Salvation Army. Here I’m looking forward to getting to know people and helping as much as I can, both in my role on the Audit Committee and more widely where needed. What motivated you to volunteer? A couple of reasons. Firstly I wanted to do something to give back. The Salvation Army does a lot of good and looks after people who really need it so I’m happy to be a part of that. Secondly because I’ve always been a bit of a workaholic. I’m retired now but still want to keep busy – in the past I’ve sat on some as a non-executive on some brilliant charities and organisations, among them Commonwealth Games England where I was a NED – I’m sports mad so that was ideal for me! What would you say to anyone considering signing up to ICAEW Volunteers? Just go for it! I was surprised on signing up to see the huge variety of roles advertised, so there’s a good chance that you’ll find one that interests you. Find your ideal volunteer role.
The theme of Volunteers Week 2018 is ‘Volunteering for All’ – a great reminder that whoever you are, there’s a volunteering opportunity out there that’s just right for you. Here are a few ideas to get you thinking… Become a charity trustee or treasurer: many of the vacancies advertised on www.icaewvolunteers.com are for board members with finance skills. A charity may be looking specifically for a treasurer, or an individual to bolster finance and business skills on the board. Being a trustee is a rewarding role and with the broad range of charities looking for Chartered Accountants to serve in their leadership there’s lots of scope to find a role that matches the time commitment you’re able to give. As well as a fantastic way to ‘give something back’ it’s a great way to develop professional and personal skills. Start the new term as a school governor: similar to a trustee role, there are lots of schools, academies and multi-academy trusts looking for governors or directors to join their governing bodies. Overseeing a large budget within challenging financial constraints, recruiting senior staff, understanding the curriculum, and ensuring that premises are well-maintained are just a few of the issues school governors deal with. It’s easy to see why individuals with finance and business skills are so important to the education sector. And you don’t need to be a parent to be a brilliant school governor. Impart your knowledge as an adviser or mentor: maybe a charity in your area needs some guidance to strengthen its internal controls, or someone to act as a sounding board for the development of a new service or social enterprise activity. Can you use your expertise to support them by providing one-off or ongoing guidance to the trustees or senior staff? There are also lots of charities that provide advice services to beneficiaries – such as tax advice to older people, budgeting to low-income families or financial planning within a prison setting – who often need volunteers with specialist knowledge to help beneficiaries. Support a small charity as an independent examiner: smaller charities aren’t required to undergo an audit but must still ensure their accounts are examined externally. Carrying out the independent examination for a charity with a cause close to your heart can provide valuable support without requiring an ongoing commitment. With different financial year ends, you could support a collection of charities throughout the year! Looking for something a bit different to the day job? Become a coach for your favourite sport: the inaugural Coaching Week UK is taking place 4-10 June 2018 as a week-long celebration of great coaching taking place across the nation. What better time to explore becoming a coach in your free time? Do your bit to fundraise: charities are always looking for ways to sustain and grow their income, and the range of fundraising activities they’re engaged in is broad. Whether it’s checking the figures in a funding bid, giving insight into how to reach out to potential corporate donors or helping to organise a fundraising event there are lots of ways to help charities raise more for the causes they support. Explore one of the hundreds of other regular or one-off volunteering roles available: from helping run a Scout group or local Girls Brigade to getting stuck in with a gardening or DIY project to help maintain a charity’s premises, being a ‘reading buddy’ in a local school or library to serving a shift in a theatre café or charity shop, there’s no shortage of charities that need people like you to help bring out the best in society. What will you do today to do your bit? Need more inspiration? Check out the roles on www.icaewvolunteers.com.
As we celebrate Volunteers Week 2018 we look at some of the stats relating to volunteering… £22.6bn - the estimated value of the contribution volunteers make to helping UK charities – that’s 1.2% of GDP! 19.8m – the number of people in the UK (37%) who volunteered formally at least once in 2016/17. 11.9m - the number of people in the UK (22%) who volunteered formally at least once a month during 2016/17. 950,000 – the number of charity trustee roles which are filled by c.700,000 individuals for the 168,000 charities in England and Wales. £76bn – the annual income of registered charities in England and Wales. 75% of registered charities have an income <£100k. 150,000 - the estimated number of new trustees appointed each year by existing and new charities in England and Wales. These figures highlight just how important volunteers are to a thriving charity and voluntary sector – and therefore society as a whole. But volunteering doesn’t just benefit charities and the people they support. Research and feedback from volunteers tells us that volunteering is good for those individuals too: Providing a good balance with work and family life. Developing new skills and honing leadership ability. Enhancing wellbeing and boosting self-confidence. That’s why CABA and ICAEW encourage our members to volunteer. 4,540 people – the number of individuals signed up to www.icaewvolunteers.com to find a volunteering role. We want to say a big THANK YOU to all ICAEW members who volunteer their time in all sorts of ways, to serve their communities and help charities to make a real difference to the people they support. New to volunteering? There is no shortage of voluntary roles and different types of not-for-profit organisations – so there’s something out there for everyone. Whether you’re looking for a finance-related role or to use your business skills indirectly, take a look at www.icaewvolunteers.com for a great range of volunteering roles. Source: NCVO and Taken on Trust: the awareness and effectiveness of charity trustees in England and Wales published November 2017
Getting the right mix of skills, knowledge and experience on your board can give your organisation the greatest chance of success. Diversity on a board means that a variety of individuals with different characteristics, backgrounds and ways of thinking come together to think about, discuss and make decision about the management of their organisation. A diversity on your board will bring a greater breath of experience and knowledge to your board discussions. It avoids the pit-falls of ‘group-thinking’ and opens the opportunities for more creative and innovative thinking. A wider perspective also ensures that your planning and decision making is more thorough as you will be able to explore fully the options available. For example, bringing a service user on board could enable you to better understand any gaps in your service or to think about the impact of new initiatives on current users. How to recruit a diverse board The first step will be to look at your current board. Do you have the right skills, knowledge, and experience to navigate the challenges and opportunities that your organisation is facing? Get to know your board and think about the qualities of the members and the dynamic between them. Are there any gaps in the way the board thinks through information and makes decisions? For example, if individual board members tend to be quite focussed on detail would you benefit from a board member that looks at the bigger picture? Once you have worked out what you need, think about where you might be able to find the skills and qualities that you are looking for. Who do you want to see the advert? Where would they look for a volunteering role? What type of advert would attract them? Think about whether there are any obstacles to joining your board and provide reassurances. For example, the board role is unpaid but reasonable expenses are reimbursed. Think your recruitment process through carefully to make sure you draw out the information you need to decide if the person has the set of skills and qualities you need. Make sure that the process is one that suits your preferred type of candidate. You should also think about who should be involved in the recruitment of your board. For example, if you work with young people why not invite a couple them to join the interview panel or to meet the candidates informally beforehand. Once you have appointed your board member think about what support they need to flourish in their role. If this is their first appointment, think about what training they might need about board member. If they are not familiar with your organisations’s activities, this is something you should include in their induction. Do keep taking stock of your board – as the organisation develops or the environment changes you might need new qualities and perspectives.
CC20 – Charities and Fundraising: a guide to trustee responsibilities is the Charity Commission’s guidance for trustees on fundraising. It was in part driven by the fundraising crises of 2015 and perceived weaknesses in charity governance. The guide states explicitly that trustees can not delegate ultimate legal responsibility for fundraising to executive staff. While it encourages trustees to delegate operation of effective ‘fundraising systems’, collectively trustees take ultimate responsibility for design and compliance of these systems. There are six main principles to CC20: • fundraising strategy and planning; • supervising fundraisers (including third parties); • protecting the charity’s reputation and assets; • complying with laws and regulations; • living up to relevant standards; • being open and accountable. The first principle focuses on coherence between a charity’s values and its fundraising practice. It seeks balance, ensuring trustees don’t step back when income is flowing or micromanage when money is tight. A more strategic and longer-term approach is best practice. The second principle emphasises accountability for third-party paid and volunteer fundraisers. Under the Charities (Protection and Social Investment) Act 2016, audited larger charities must also reference their third party fundraising contracts and policies in their annual reports. The third principle connects fundraising activity and charity reputations. Trustees have an important role here. They also need to be realistic about what to expect from investments in fundraising, both in the short and the longer term. Principles four and five deal with a range of rules for fundraising. Given on-going changes to regulation, trustees must update their compliance checks for all aspects of fundraising. The guidance sign-posts trustees to other regulatory bodies, such as the Fundraising Regulator, Information Commissioner’s Office and Gambling Commission, etc. Finally, CC20 highlights the need to account for fundraising activity, performance and policies in a charity’s annual report and accounts. Openness is good fundraising practice. Donors need to have confidence that their funds are being used to achieve the impact predicted by the charity. Dan Fletcher Director (Fundraising) Kingston Smith Fundraising and Management Dfletcher@ks.co.uk 020 7566 3826 @DanFletcherKSFM
I’ve been a trustee of a small charity for 11 years. Our one employee retired 18 months ago after 20 years in the role. We’ve just appointed a replacement on a part-time basis – to reduce costs and encourage our beneficiaries to use their talents to serve the organisation. Change is on its way, and this is how we’ll navigate it. Brace yourself to ride the wave Whether we’re actively looking for a change or it’s thrust upon us, it can be daunting. But like a surfer waiting for that big wave, once it arrives it can also be exhilarating. Change is inevitable for an organisation to stay relevant and effective. It might be nerve-racking but there will be positive outcomes. Standing still can be a greater risk than accepting change. Keep an open mind Our new employee is full of ideas and enthusiasm. It would be easy to quash them with: “But we’ve tried that before” or “We haven’t got the resources”. They could quickly become demotivated or defiant. Don’t stifle their thinking: it’s a breath of fresh air. Be flexible and willing to try new or different approaches, and try to take an objective view on what’s suggested. Don’t compromise on core values If you’re a charity you need to act within your charitable objectives. Having a strong sense of purpose and fixing your eyes on your organisation’s core values will help you test ideas and filter the ones that are right for you. You can’t do it alone If you’re the one leading change, remember you can’t do it alone. You must have the support and input of key stakeholders or you won’t succeed in creating sustainable change. Working to bring people together is critical. You might not win over everyone, but if you can clearly explain why change is happening, how it will affect people and their place in that, you’re more likely to win hearts as well as minds. Pace yourself and keep tracking Change doesn’t happen overnight, and momentum will dwindle if you try and do everything at once. Identify what the priorities are and recognise that some changes will need time to process emotionally as well as practically. Create clear objectives and ensure you’re monitoring outcomes, to track your progress. If something isn’t working have the courage to modify or abandon it. Positive change requires trust and understanding. As we set out on our new journey, difficult decisions and courage may be needed but a shared commitment to look positively to the future is a great first step into the unknown.
Starting a new voluntary role can be just as daunting as starting a new job. You ask yourself questions like how will I fit into the team? And will this be more of an undertaking than I first thought? In order to combat these worries before you accept a voluntary role you should make sure you and the organisation are on the same page with regards to the role profile and level of commitment expected. Get to know the organisation You may be volunteering with a charity or association that you don’t know but needs your expertise. Get to know what they do, who they help and how they operate. Knowledge equips you, not only to do a better job with greater efficiency, but to alleviate those first day nerves. Be clear about your commitment It’s more useful to both the organisation and yourself if you have clear boundaries as to when you can give your time and how often. This should be established from the offset; they can of course be flexible but it’s always good to have a solid starting point. Ask other volunteers If you work in an office environment you will find that there are many people who take the time to volunteer, whether it be using their expertise in finance or in a more casual way. Even if your roles aren’t exactly the same, other volunteers can give you a bit of insight into common sticking points or the benefits they’ve gained through regular volunteering. Remember that you are offering your skills The organisation is asking for your help. When you applied for the role you understood the type of jobs you would be taking part in. You know your own experience and expertise, yet we can all occasionally let doubt creep in but if your initial instinct was ‘I can do this’ you probably can! Trust your skills! What if I don’t like it? That’s ok! Not every role is going to be suitable for every volunteer. You might have worked at it and found it still doesn’t fit with your time available, life outside of the organisation or, the role isn’t quite what you expected it to be. Make your reasons clear to the organisation and give them plenty of notice, giving you the opportunity to move onto something more suited to you and them the chance to find someone better suited to their role. If you love volunteering for that particular charity, have you thought about asking what other opportunities there are in other areas? Taking a step into the unknown can be daunting but with a bit of preplanning and a few honest conversations you can equip yourself fully to start volunteering feeling confident that it’s the best fit for you and the charity.
Many of the messages we typically encounter in the media about older people in society focus on problems like social isolation, the lack of intellectual stimulation and the loss of purpose and identity. These factors all have a negative impact on the health and wellbeing of older people. The good news is that there is a simple, yet effective way to reverse these trends - volunteering. In the 'Volunteering in Retirement' report from Volunteering Matters, former Chief Executive Lucy de Groot writes: "There are 14 million people over 60 years of age with a lifetime's worth of knowledge, skills, and experience to share. Retirement is an opportunity for you to use and develop your skills and talents further than you thought possible." What are the benefits of volunteering in retirement? #1 Improved wellbeing and good mental health. In a recent study conducted by the University of Southampton and the University of Birmingham and published in the BMJ, researchers found that, particularly for older volunteers, there was a significant improvement in wellbeing and mental health as a result of their voluntary work. #2 Improved physical health. Studies have found that older volunteers have a lower mortality rate than those who do not volunteer. They tend to walk more, find it easier to cope with everyday tasks, are less likely to develop high blood pressure, and have better thinking skills. #3 Sense of achievement. Volunteering can have a real and valuable positive affect on people, communities and society in general. It is really satisfying to know that you have helped solve a problem or changed another person’s life. #4 Social engagement. Volunteering can help you meet different kinds of people and make new friends. It provides an opportunity to practice and develop your social skills in a structured way. #5 New skills. Volunteering can help you learn new skills and gain experience.
The Stockport Plaza is a charitable trust that manages the Stockport Super Cinema and Variety theatre, built in 1932; the only remaining open dual use cinema and theatre in the UK. The building is a great example of Art Deco with a Grade 2 * listing, which was restored by the trust with national lottery and other grant funding during 2007/8. Since then we have received no other grant funding and must cover our costs by our activities. We have a turnover of £1.8m and have shows, including our pantomime, and films on 280 nights of the year as well as running front of house bars and a café restaurant open during the day time. We also have a number of other activities using the building, whether educational or events such as weddings and school prize givings. What prompted the charity to sign up to icaewvolunteers.com and what volunteer role were you looking for? I’m one of the Trustees and perform finance functions of the charity including overseeing the preparation of management accounts and the budget process. As the Treasurer, and with experience of other charities, I knew the importance of good financial management and advice on the Board and having two other trustees with a finance background on the board ensured a greater degree of resilience and independence. We have had deficits over three years and a strategy to correct that which is now bearing fruit, which emphasised the importance of finance skills. We were looking for trustees with skills in the areas of financial management, business and strategy planning, risk management and commerce. The ICAEW qualification gives all of this and members develop these skills further throughout their career. icaewvolunteers.com gave access to qualified people who might be interested in a financial management role with our charity. What would you say to an organisation or individual thinking of signing up to icaewvolunteers.com? Through the advertising process, supported by the ICAEW team, we were able to have applications from two good candidates and have already appointed one of those people. As a charity, avoiding recruitment costs and being able to access the right calibre of people, was a real benefit. I see the website as a real benefit to ICAEW members and others, as it has supported me in my own volunteer roles, giving back to the community, as well as from the perspective of an organisation looking for volunteers. I would recommend it to fellow members.
I retired in 2013. Prior to that I worked for Shell in the UK for over 30 years, mostly located in London with a short spell in exotic Welwyn Garden City. My career included commercial management, economics, M&A, all kinds of accounting, and risk management. It took in large businesses and small “start-up” organisations and plenty of travel. Arts 4 Dementia is a small charity (turnover £100k) with two employees. The charity focuses on the benefit of arts activities for people living with dementia in the community in particular, rather than hospitals and care homes. Dynamic involvement in arts-related activities has been shown to significantly alleviate symptoms, to re-energise and inspire people in the early stages of dementia so that they can enjoy greater freedom and independence and remain in their home environment. It runs arts workshops for people with dementia and trains artists and facilitators to work with them. It also aims to develop best practice and promote this in the NHS, and to government and arts organisations. What motivated you to offer your skills as a volunteer? I looked to voluntary roles to use and maintain my professional skills, do something “useful” to justify my existence after a fulfilling career, and to give something back to the community. What does your volunteering role involve? I joined in September 2015 as a trustee and honorary treasurer. The original commitment was one day a month for accounting, which is done in a spreadsheet, plus six Board meetings a year. In reality, as well as producing monthly management accounts, annual budgets and the draft annual report, I am involved in developing strategy, policy documents on varied topics like data protection and privacy, conflicts of interest and related parties as well as financial policy and procedures. I also advise and mentor the Chief Executive on anything that he wants help with, so my commitment is probably 1-2 days a week. What have you found to be most rewarding about being a trustee? Being able to help a worthy cause. It is also very satisfying to see how your experience and skills are valued in a small organisation! What are the key challenges your trustee board has faced? The relationship between staff and trustees. As a small organisation trustees can easily get very involved in providing advice and a helping hand which is necessary for the charity to work, but does not help them maintain independence and oversight (the opposite can also be true: they may not get involved enough). What would you say to someone who is thinking of becoming a charity trustee? Just do it, but be clear about your commitment. As “finance” trustee it is easy to find yourself as the only person with wide commercial experience and to be expected to contribute more than you may have expected. Other trustees come to rely on you. Complete the sentence: A charity trustee is… a friend and advisor to senior management, but must also maintain independence to ensure that he or she can provide effective oversight and ensure effective governance.
SGOSS Governors for Schools – the school governor recruitment charity - regularly uses www.icaewvolunteers.com to find School Governors. We asked SGOSS for their top tips on attracting and recruiting volunteers. Volunteer’s Week (1st-7th June 2017) is a great time to thank ICAEW volunteers that strive to make a difference. It is important to recognise the hard work, time and energy, selfless people put back into their communities. For charities, there is no better time to encourage people to get involved and to raise awareness of the myriad volunteering opportunities available. This of course comes with its own set of challenges and so SGOSS Governors for schools (www.becomeagovernor.com), the school governor recruitment charity, has put together 5 key areas charities should consider when looking to attract volunteers: Your website - make sure your website clearly states the service your organisation provides to volunteers and the outcomes you hope to achieve. Your advert – what could be more important than having a clear outline of the role and the responsibilities of the volunteer opportunity – what are they getting involved in? What impact can they have? Make it read like a job description. Your application form – it should capture as much information about the volunteer as possible – include a skills audit so you can see what immediate impact a volunteer can have and will also identify areas for training. Your advertising - look at as many advertising opportunities as possible and over time you will work out which is effective for you. Many can be done for free with social media or the local press. Attend business networking sessions for greater exposure with companies you want to work with and keep going if you are not successful straightaway. Your team - have a team who are enthusiastic, determined and knowledgeable about the role. If they aren’t engaged, why should your audience be? We believe these are the fundamentals that need to be right in order to get your message across clearly. After over 17 years recruiting volunteers for skilled volunteering professions, SGOSS would also like to share our 5 top tips for savvy recruiting: Use free channels like icaewvolunteers.com to get volunteers from a particular employment background Offer a wider range of volunteering choices. At SGOSS we offer places at nursery level up to College and every phase of state education in-between. Offer networking events so volunteers can meet other professionals from the sector and discuss the latest developments, such as ICAEW’s Annual Charity Conference or NCVO Trustee Conference. ‘Speed dating events’ are a great way for schools/charities to meet many potential volunteers when everyone is pushed for time. Produce concise and attractive looking recruitment materials with contact details so potential volunteers can get in touch easily. They do not cost a lot to make and will make all the difference. You need to cater to your audience and finding a free way to do this is of enormous value. Being able to promote through a successful website like icaewvolunteers.com allows fantastic access to professional people. With their site in particular, a user is able to see how many people have looked at your advert and who has applied directly from the website which is great for tracking lead sources and refining your recruitment strategy. What’s more, expressions of interest come straight to your email so you can contact leads immediately; there are so many willing and available people that you are bound to gain some traction and you know ICAEW members make great volunteer school governors. Schools are under increasing financial pressure and need the right expertise to ensure that the staff and students are fully resourced. The good news is that are some great tools available to local schools and other organisations to help find the professional experience needed to make the right decisions.
Volunteering for a charity or not-for-profit organisation can be immensely rewarding for you as an individual, as well as having obvious benefits for the organisation. Here are just 10 reasons why we think volunteering is great for ICAEW members. It gives you a chance to ‘give something back’ – to your local community, an organisation or cause that you care about, or the wider public. We know from feedback that this is an important motivation for our members to volunteer. It’s good for you. Research by the University of Wales, Lampeter found that volunteering can increase volunteers’ longevity, improve their mental health, keep them fitter and enable them to cope better with illness when it comes. A study by the Royal Voluntary Service into volunteering in later life found that it can decrease depression and social isolation as well as boosting quality of life and life satisfaction compared to non-volunteers. Because variety is the spice of life. A voluntary role doesn’t just increase the number of things you spend your time doing, it can introduce you to new experiences, people and opportunities on a regular basis, even in a single role. It keeps things in perspective. Comparing ourselves to others often isn’t constructive but helping someone who is facing a difficult situation or is in some ways less fortunate can help us become more realistic, grounded and positive about our own circumstances. It’s inspiring – for you and others. Chances are you’ll come into contact with someone who has an amazing story, or unique perspective coming out of their good and bad experiences. You may well be the inspiration to someone else too, whether it’s someone you’re supporting or a fellow volunteer. Never underestimate the power of your own story, which may give someone the drive they need to keep on going when life seems tough. It’s fun! There are a vast array of different volunteering opportunities in all sorts of organisations and places, so you’re bound to find something that you enjoy. Whether you have a craving for amateur dramatics, you’re a secret horticulturalist or you feel passionate about helping young people reach their potential there are plenty of ways to have fun whilst volunteering. It’s a great way of meeting new people and expanding your social circle. You can meet people you’d never normally come into contact with, bringing fresh perspectives as well potential friends. It develops your ability to work as part of a team. Volunteering is rarely a completely solitary experience and it can give you a chance to see how you contribute to a team in a different context to your usual work environment and role. You can learn new skills and use existing skills in different ways. Maybe you’re in a junior role and long for a chance to think more strategically or in a leadership capacity. A suitable voluntary role can help you develop your CV, increase your chances of promotion or enable you to move into a new sector or role, whatever point you’re at in your career. You can explore an interest or hobby or use skills that don’t feature in your day job. Perhaps you’re in a senior role and miss being so ‘hands on’ at work. Volunteering can fill this gap. Not only is this fulfilling in itself, it can lead to greater job satisfaction as you feel more content overall that you’re using your skills and passion to their full extent.
It’s probably worth clarifying up front that the role I was placed in is a Trustee of a Multiple Academy Trust (MAT), rather than a traditional school governor. The role of the Trustee in a MAT does vary between trusts, depending on the objects and the schemes of delegation in place. I have been more focussed on governance and finance at this point in the trust’s development. What motivated you to become a school governor? I was looking for a voluntary position in my local community where I could use the skills I had as a Chartered Accountant to improve “something”. A wide brief! I noticed an opportunity advertised on icaewvolunteers.com at a local school, applied, and started working with the Northern Star Academies Trust. The opportunity which arose was as a trustee of a soon-to-be-formed Multiple Academy Trust. There were some really unique features of the trust and I found the leadership inspiring. The chance to get onto the board for a Trust seeking to grow and improve education in further schools was too good to turn down! What have you found to be most rewarding about being a school governor? I feel like it’s early days for me as a trustee and indeed the trust in general but it’s a nice feeling to walk around the schools knowing that you have played a part in their successful operation and helped to ensure its development and improvement. The expectations of governance in a Trust are set at a high level. I like that I can use my skills and time to assist in meeting these responsibilities so that the schools leadership can achieve the best outcomes for students. Academisation has been, and continues to be, a major change to the school system. It’s great to be part of this and to try to ensure that it does deliver benefits to the education system of this county. What are the main challenges that your governing body have faced? The Northern Star Academies Trust only came into being in April 2015 so the initial focus is to ensure the trust grows and develops appropriately. Identifying and integrating further schools which could join the MAT will be a key challenge in the short term. One school has already joined and the implications will be different each time this happens. The two founder schools were operating as separate academies previously but the Board is mindful to ensure that appropriate governance is in place as the trust grows and as the central services offered by the trust develop. How have your existing skills and experiences helped you as a governor? The trust was looking for somebody with experience in finance and related risk management which are within my skill set. I have been able to assist the board with matters such as the MAT finance manual and the risk register, for example. I aim to bring the perspective of commercial business to the Trust, where is it appropriate, and use my broader network bring benefit to the trust. How important do you think a governing body is to the success of a school? The Trust board is essential to the success of the school. They set the vision and strategic direction for the trust, then ensure this vision is met, within the financial and other resource constraint which exist. What would you say to someone who is thinking of volunteering as a school governor? Do it. If not you then who? Complete the sentence “A school governor is …” …essential to ensuring that every child gets the best education, and therefore the best life chance, possible.
From 1 January 2016 all ICAEW Charity and Voluntary Sector Group members will have Professional Liability Insurance for their UK volunteering activities included as part of their membership fee. The insurance will cover all activities performed with UK charities and not-for-profit organisations. This includes trustee work and the provision of pro bono professional services. In addition, an attractive feature of the policy is that it also extends to cover non-financial activities undertaken on a volunteering basis, for example volunteer gardening or volunteering with sports clubs. The inclusion of the cover now clarifies the position for members who provide pro bono independent examinations and trustee functions on charity boards whilst acting solely in their personal capacity. Members who charge for such services will still need to obtain a practising certificate and will not be covered for their paid work under this policy.
Guidance is available on the ICAEW website for members who are acting as trustees and volunteering with charities. ‘Acting as a trustee’ sets out the basic principles to follow when acting as a trustee. It contains general information about the appointment, roles and responsibilities and general powers of trustees. ‘Volunteering for a charity’ gives an overview of the key membership considerations when thinking about volunteering. It contains information about the ways in which ICAEW supports members engaging as volunteers.
Interview with Charles Inigo-Jones, Assistant to the Treasurer at Breadline I qualified with Arthur Andersen in 1989, then joined Charterhouse Bank to work in M&A and corporate finance for 3 years. I then went travelling and returned to join the EBRD (European Bank for Reconstruction and Development) where I had a first taste of the non-profit / ‘third sector’. I left the EBRD in 2005 and have since held various finance roles in private equity owned businesses ranging from small entrepreneurial companies to Southern Water. I’m now looking to transition into the charity sector. In hindsight, working for an NGO like the EBRD taught me how to work where money isn’t a key motive – it’s given me a good grounding! What prompted you to offer your skills on icaewvolunteers.com? I want to move my paid career into the charity sector and thought icaewvolunteers.com would help in my transition. I’m also studying for a part-time Masters in Charity Accounting and Financial Management at Cass Business School working on short-term financial planning and management projects for charities, but I wanted some hands on accounting experience in the area. What type of role were you looking for? I was looking for a role that was local in the first instance that would give me hands on experience – an opportunity to use my skills in a new sector. I wasn’t looking for a trustee role, which tends to be more stand-offish. How many roles did you apply for? I just applied for one role – Assistant to the Treasurer of Breadline. What does your volunteering role involve? I’m responsible for managing online donations. This involves some data manipulation and reconciliation, which I then package up for the Treasurer to feed into the accounting system. What has been the high point of your work with the charity? I only joined in November so it’s early days yet. It took a while to get to grips with CAF Donate and the requirements of gift aid. For now I am just happy to be learning and (I hope) contributing to the finance processes and overall charity work! Have you found the scheme rewarding? If so, why? I’ve found the task and working with the charity’s Treasurer very rewarding. Overall, the role is providing me with great experience and learning – it’s been an ideal first step in my career transition into the charity sector. Would you recommend the scheme to your peers? If so, why? I’d definitely recommend the website - I found it helpful, easy to use, and well stocked with volunteering opportunities.
Interview with Sophia Dalley, Carefree Kids www.carefreekids.org Carefree Kids provides affordable therapeutic play sessions to local children using community volunteers. It was established by Ros Kane, a former head teacher at local primary school in 2005. Carefree kids’ main service is the provision of one-to-one therapeutic play sessions in school time for 3-16 year olds in over 25 schools in Waltham Forest, Newham and Redbridge in London. What prompted the charity to sign up to the ICAEW volunteering website? The organisation has huge work load and small amount of funded staff hours. Icaewvolunteers.com was suggested by one of the current Trustees. Which role were you looking for to help with the charity? Finance Volunteer How quickly was the role filled and did you have many applicants? There were around seven applicants for the role and it took around a month for the position to be filled What does the volunteer do for the charity? The volunteer is responsible for financial record keeping, invoicing and bagging coins, along with more general office duties Has the volunteer helped the charity to do anything differently or achieve something they wouldn’t otherwise have been able to? The volunteer helped Carefree Kids to achieve its deadlines for invoicing and banking For anyone thinking of signing up to icaewvolunteers.com, what do you think it can offer them? Icaewvolunteers.com is an excellent resource for finding hard working & dedicated volunteers.
Active 8 works with young people in Cornwall, between 15 - 25 years old, with physical disabilities. It has been running since 1990 and was awarded charity status in 1998. We have a turnover of between £50,000 and £85,000 per annum and run four projects with the money we raise. What prompted the charity to sign up to the ICAEW volunteering website? Having been without a treasurer for nearly 2 years and having 3 failed attempts to take someone on, it was suggested to us. Which role were you looking for to help with the charity? Trustee and honorary treasurer. How quickly was the role filled and did you have many applicants? Once the advert went up on the website, we had three enquiries within 48 hours! That sort of thing just does not happen in Cornwall! I rang them all. One lived in Plymouth, which is 50 miles from where we hold trustee meetings, and we agreed it was too far away. One told me all about how difficult the charity was that he was working with already. And then there was Mike Mansfield. He had experience with youth charities already and sounded really interested, and enthusiastic. What does the volunteer do for the charity? In the first three months, he encouraged our very unconfident volunteer bookkeeper and helped him to pull the annual accounts together for inspection. With our manager, he worked out project budgets so that in future we’ll know what we’ve spent and what we have left, which will make a huge difference to the way we work. He took on our frustratingly complex online banking service and set it up so we can now pay bills in under a week (at last!). He engaged our trustees in the process and helped us learn how to use it. Above and beyond that, he showed up at the beach to meet all the young people on the first weekend he could. And he hasn’t really stopped since! Has the volunteer helped the charity to do anything differently or achieve something they wouldn’t otherwise have been able to? He’s made it possible to plan and work a whole lot more effectively. For anyone thinking of signing up to icaewvolunteers.com, what do you think it can offer them? Easy access to people with the skills they need, who want to get involved. Over our two years without a Treasurer, I must have asked every accountant or bookkeeper I ever knew, but they weren’t up for doing something new in their spare time. It helped us find the person who was, and had the skills our charity needed.
Interview with Mike Mansfield volunteer at Active 8 and Catholic Free School in Cambourne I qualified with Peat Marwick as it then was in 1972. I then joined the London branch of a German Landesbank as administrator with a focus on tax and accounting matters. While there, I ended up designing and installing an EDP (electronic data processing) system in the foreign branches with special emphasis on FX accounting, followed by other IT systems and IT planning on an international level. In 2005 I was made redundant and so set up as a sole trader through the AIMS franchise. I traded for six years working for SMEs in Essex and Norfolk. I managed to sell the business and retired four years ago. I have since moved to Cornwall to be nearer my children. What prompted you to offer your skills on icaewvolunteers.com? Initially, I began volunteering my time through Volunteer Cornwall. I then also joined the Prince’s Trust and took on the treasurership of a memory café and later the Cornwall CAB. Sadly, I had to resign from the latter two and was, as such, looking for something else. Following the closure of Volunteer Cornwall, I came across icaewvolunteers.com and scoured the website for opportunities. What type of role were you looking for? A finance or accounting side role for any worthwhile cause that was within easy reach of Bodmin. How many roles did you apply for? I applied for two roles through the website. The first was as a trustee of a newly formed Catholic Free School in Cambourne, as the current treasurer anticipated travelling to visit family in Canada and wanted a stand in. The second role I applied for was to Active 8, a charity aimed at encouraging disabled youngsters in Cornwall to obtain their independence. What does your volunteering role involve? At the school, I have taken up the role of officer with responsibility for doing audits of the financial systems and procedures as suggested in the Education Act. I am also trying to fund a sports hall and generally taking an interest in the IT at the school. At Active 8, I am working with the management team to improve the accounting systems and management accounts. I am also trying to bring the benefit of my experience to the other trustees who are mainly involved with social care, etc. What has been the high point of your work with the charity? In fact, it’s the work with the Prince’s Trust, particularly encouraging young people to become self-employed, lecturing on accounting and tax, mentoring start-ups and generally being available to other mentors when it comes to accounting and tax matters. Mind you, this is having worked with them for three years. Once I’ve spent that amount of time with Active 8, I imagine I’ll get the same enjoyment seeing a young disabled person getting on with their life independently. There are a couple of such youngsters who are fellow trustees managing to do that extremely well. Similarly, I expect that I will enjoy seeing a two year old school reaching its full complement in another three years and the kids moving on to higher education. Have you found the scheme rewarding? If so, why? I think the scheme stops a wealth of knowledge from being put on in the waste bin. Not only does it keep one’s mind and body agile, it also gives some purpose to life after work, getting you out and meeting people of all ages (not just other pensioners!). Would you recommend the scheme to your peers? If so, why? I have already. I suggested that the local CAB advertised to replace me via your website. I think that the use of your website does a lot of the weeding out of unsuitable candidates that a newspaper advert attracts. From my perspective, the reverse is also true. All the vacancies advertised appear to be genuine and worthwhile.
Interview with Caroline Star Chair of CMV Action www.cmvaction.org.uk CMV Action supports families affected by CMV - a leading cause of birth defects in the UK. The charity provides a family support group and promotes research into a better understanding of the condition. It has been registered as a charity since 2012 and is chaired by Caroline Star. What prompted you to sign up to the ICAEW volunteering website? The past Treasurer wanted to step down so the charity had some time to prepare. We wanted someone with an outside perspective and came across icaewvolunteers.com through a Google search. Which role were you looking for to help with the charity? A Treasurer. What does the volunteer do for the charity? Tom does Treasurer duties as well as other areas above and beyond. The charity has been through rapid change and needs to grow capacity in order to deliver on our ambitious objectives. Tom was able to provide a strategic role and lead a project looking at how we could increase capacity. He brings a lot of experience on budgeting and reporting cycles. We are a small organisation and he has helped us plan more effectively and make good use of our resources. Has Tom helped the charity to do anything differently or achieve something you wouldn’t otherwise have been able to? See above. Tom was also involved in some quick wins including reviewing the annual report and finance processes. For anyone thinking of signing up to icaewvolunteers.com, what do you think it can offer them? We would recommend it. It is the first choice as it allows for organisations to search by location and sector which is different from a lot of other sites. I was attracted by the fact that the charity could highlight themselves to specific volunteers. The fact that the website is marketed to Chartered Accountants gave us the confidence that they were good quality candidates and they do what they say they will do. A smaller charity needs someone more able as larger charities have the structures and personnel behind them. We got exactly the calibre of person they wanted. We had no responses from any other sites, which shows a lack of functionality.
Before accepting a volunteering role it is important that you have a good understanding of the organisation that is offering the role to you. This is particularly important if you are considering becoming a member of its board where ultimately you will be responsible for the organisation. You will need to consider the organisation’s situation and determine whether you have the right skills and sufficient time to commit to support it effectively in meeting its objectives. Below we list some ideas of how to evaluate the organisation. If you have further questions or would like further support in your role as a not-for-profit board member, ICAEW has developed a number of help sheets and can also offer membership of the Charity and Voluntary Sector Special Interest Group. Visit the links at the end of the article find out more. 1.Have a look at the organisation’s website – what does the organisation do? Do you agree with its objectives? Who is responsible for the organisation? Is there any financial information available? 2.If the organisation is a registered charity in England and Wales, Scotland or Northern Ireland, have a look at its entry on the register of the relevant regulator: the Charity Commission for charities registered in England and Wales (www.charitycommission.gov.uk); the Office of the Scottish Charity Regulator for charities registered in Scotland (www.oscr.org.uk); or the Charity Commission for Northern Ireland for charities registered in Northern Ireland (www.charitycommissionni.org.uk). Apart from information about the activities of the charity, the register will show whether the organisation is up to date with all applicable filing requirements (which is an important indicator of how well the charity is managed). 3. Review the latest published annual accounts. Have the accounts been subject to external review, either an audit or an independent examination? If so, is the audit/examination report unqualified? Does the trustees’ annual report portray an organisation that has a clear vision about how it meets its aims? What are its plans for the future? If this is not the case would you be able to help the organisation to improve its reporting regime? How is the organisation funded? What are the principal sources of income and are there restricted income funds and/or endowments? If there are restricted funds or endowments, are there also unrestricted income funds that are sufficient to cover core activities and activities that are not subject to unrestricted funding for a sufficient a period (normally around three to six months), in the absence of any further income being available? Charities tread a fine line between, on the one hand, the requirement not to hoard cash but to spend money on their charitable activities, and, on the other hand, the need to ensure that there are funds to sustain those activities in the future. What is the stated reserves policy of the organisation? If they do not have one would you be able to help them develop one? 4.Ask about contractual obligations and potential liabilities that could affect the organisation’s financial stability. For example, are there operating leases that commit the organisation to a level of expenditure that may be difficult to meet if its income falls? Charities can be vulnerable to pressure to enter into equipment contracts, and payments are often made under direct debit. Scrutinising a list of all direct debits can be revealing. Does it occupy premises on a lease that is subject to periodic rent reviews? If so, could the next review result in an increase that the organisation cannot afford? Is there a liability for dilapidations? What are the pension scheme arrangements – does the organisation belong to a multi-employer scheme or operate its own defined benefit scheme that may be in deficit? 5. Is the organisation incorporated (eg, a charitable company or Charitable Incorporated Organisation (CIO)) or unincorporated (for example a trust or association)? This is particularly important if you are considering becoming a trustee of a charity as the way it is constituted will affect your personal liability. 6. If the organisation is a registered company you can search for it on the Companies House website (www.companieshouse.gov.uk) and get basic company information such as current appointments. If the organisation is a registered charity the directors should be the same as the trustees listed on the Charity Commission record for the charity. 7. Have a look at the organisation’s governing document (such as Trust Deed or Articles) to find out how board members are appointed and can resign again. Ask what induction and training is arranged for new board members. 8. You can also ask to attend a board meeting as an observer so that you can see how the trustees work and get a feel for how you would fit in. This is important for the current trustees, as well, so it is standard practice for prospective trustees to be invited to observe meetings before the decision to appoint/accept appointment is made. What financial information is presented to the trustees at their meetings and how up to date is it? 9. Ask to visit the charity’s offices/place of service delivery to observe their work in action.
Before you recruit new board members, you need to know the ones you already have on board The best way to make sure that a new board member will complement and enhance the existing board, is to undertake a skills audit of the current board. The result of the audit will be a better understanding of what skills you will require the new board members to have. When posting a role on www.icaewvolunteers.com you will be able to specify the skills you are looking for, ensuring you get relevant applications. Make sure your expectations and the role is clearly defined Make sure you are clear on the requirements of the role. How often do the board meet? How much preparation is required for meetings? Do you expect board members to attend other meetings or events during the role? Are you looking for a generic board member or are you looking for somebody to take on a specific officer role such as Chair, Treasurer or Secretary? Make sure you clarify this and list the specific skills and experience you are looking for in each case. When you post you role on icaewvolunteers.com you will be able to specify these requirements so that the people applying for your role are more likely to have the required skills and are able to commit sufficient time. Do it right – check your governing document and eligibility Before you start looking for a new board member, check the governing documents of your organisation so that you know how you should go about getting new board members. Does your governing document require all board members to be elected at the AGM or does the board have the power to appoint board members? Also make sure that you know the legal requirements for eligibility for any candidate you appoint, this will depend on the legal structure of your organisation e.g. if you are a charity or an incorporated company. Next steps Finally make sure you have a clear plan for appointing and inducting the new board member. Will you be holding formal or informal interviews for the role? Will you ask potential candidates to observe a board meeting before you make your decision?
How to break into the International Development Sector It can be frustrating as a finance professional trying to break into the international development sector. You’ve taken the time to write a covering letter, you’re fully qualified, with 10 years’ experience and yet your applications still aren’t getting acknowledged. This tends to be because these organisations do not have the finances to make the wrong employment decision. Even though you may be the right decision; the safe option is for the organisation to employ someone with a CV that reflects the values it holds. This means previous, relevant experience. As is often the case with most jobs, even more so in international development; recent relevant experience is highly desirable. Employers within the sector look at this to ensure you have the correct personality. Helen Ord, Finance Director at War Child, says you need to be able to demonstrate certain social skills that are associated with international development to stand out. These include: “a willingness to work long hours in potentially lonely environments with limited resources, both in the available time and capacity of local finance teams and partners.” Whilst you might have these attributes, it’s hard to express it on your CV without having worked in the sector previously. But, how do you get that experience in the charity sector without being given the initial opportunity? One proven method of breaking into a new sector is to show your commitment to the cause by volunteering. This shows that you can work in different environments, submerge yourself in new cultures and adapt to foreign countries. Accounting for International Development (AfID) gives small charities a rare opportunity to work with experienced, qualified accountants and build their financial capacity, whilst at the same time it provides accountants with invaluable experience that will add elements to their CVs which can’t be attained working in the city. Neil Jennings, founder of AfID, believes accountants increase their employability within the International Development sector after a volunteer placement: “I might be wrong but, from my experience talking to charities and many past volunteers now working in the sector, without relevant experience you will find it almost impossible to even get an interview. You need to demonstrate you are able to adapt your technical skills to a wide variety of new environments; you will need to prove you have finely honed social skills, the commitment and patience to work in under resourced location AND; you may need to do this just on your CV! “You can’t beat practical hands on experience and there is really only one way to get this – volunteering. Yes they’ll be sacrifices but the return is enormous.” But don’t simply take Neil Jennings’ advice on this. Finance professionals who have swapped the hustle and bustle of city life for a more exotic location think their voluntary experience aided them significantly. Timea Szeteiova, an ACCA qualified accountant, decided upon a voluntary assignment in Cambodia as a career break. After swapping South-East London for South-East Asia, Timea decided she wanted to pursue a career in international development. Whilst it was a hard market to break, she found her voluntary experience invaluable. “I came back to London and I was looking for a role in an NGO, but as I did not have previous experience in this sector it was hard. Although my AfID assignment was only for three-months, it really helped me to find a role in an NGO. “I think without this experience I would have not been able to secure my current role.” Another volunteer who broke into the international development sector following her experience was Sarah Broad, an ICAEW member, whose two-week placement was enough to aid her application for a Managing Director’s position at an international charity. Sarah believes volunteering was beneficial to her career in two ways: “First, my placement helped me to decide that I wanted to move into the charity sector on a permanent basis. Second, my time as a volunteer helped to demonstrate my commitment to moving into the charity sector during the job application and interview process.” As Sarah mentioned, the benefit of volunteering does not just exemplify your commitment to the international development. It is a chance to prove you can work with limit resources in what are often highly pressured environments. Working abroad for a charity isn’t a walk in park though. Helen Ord describes it as “likely to be one of the toughest professional experiences of your working life”. Whilst the thought of working for a Women’s refuge in Cambodia, a health clinic in Kenya or a grassroots organisation In Guatemala may seem appealing; it’s not always fun and games. That is why previous experience within the charity sector is highly desirable. Employers’ not only want the make sure you’re the right fit for the charity, but they want you to be sure this is the right career for you. Something that only hands-on experience really provides you with. David Woodbine, Finance Director at ActionAid, believes there are invaluable benefits that volunteering can provide for individuals who are considering a career in international development. “Volunteering provides a rare opportunity to experience the real challenges of making change happen ‘on the ground’. Most people find being in the international development sector very rewarding – contributing to a cause they are passionate about – but it’s not without its challenges and frustrations. Volunteering can give you a real insight and determine whether it’s right for you before making a long term commitment.” The benefits of volunteering are not exclusive to those accountants that wish gather the experience essential for a move into the Development sector, many of our volunteers have seen a positive impact on their careers when they return to their day jobs. Adrian Storey, an Internal Auditor at Shell, did exactly this. His head of department, Dominic Osborne, said volunteering had “resulted in a more committed and motivated colleague in the audit team” and “widened the perspective of the whole team”. Similarly, David Adair, Head of Community Affairs at PwC, an organisation that has had over 40 employees volunteer with AfID, said “volunteering with AfID has had a huge impact on the personal development of all the individual staff involved”. The impact on an individual’s personal development is something that is reflected in the feedback of many volunteers. Of those asked, 90% said they had developed more patience, 94% said they felt more confident and 97% said they were more resourceful, more comfortable with unfamiliar situations and more culturally sensitive after their volunteering experience. Whilst volunteers use their experience to develop the skills of local people, 80% still felt they had acquired new skills whilst volunteering that benefited them in their current roles and 92% said that they had developed existing skills resulting in an improvement in their performance. Many volunteers find the idea of working in a challenging environment with limited resources and cultural differences hugely appealing and as a result 87% said they now felt better equipped to manage change in their own workplace and 96% were confident they could adapt to a varied and challenging environment better than before they volunteered. The first step of pursuing a career in international development is ensuring it is the right path for you. Volunteering is one way of doing this, while at the same time providing invaluable hands-on experience which will definitely enhance your career prospects whether you are looking to climb the ladder in your current role, or if you are looking to move into the charity sector permanently. For so many reasons volunteering can be a defining moment in one’s career or life and should not be missed.
ICAEW Careers Adviser Network (ICAN) ICAN is a network of trainee or fully qualified ICAEW members who are interested in promoting the ACA and careers in chartered accountancy to students at School, College or University. For more information have a look at http://careers.icaew.com/school-students-leavers/student-support/careers-advisers/ican Volunteer Network The Volunteer Network is a school initiative run in partnership with pfeg (Personal Finance Education Group). ICAEW volunteer members receive training to enable them to go into the schools to support teachers in incorporating personal finance education into their lesson plans. If you are interested have a look at http://www.icaew.com/en/about-icaew/what-we-do/volunteering-and-awards/personal-finance. Tax volunteers The Tax Faculty has opportunities for members to get involved in all aspects of tax, technical and operational, to provide input on HMRC initiatives and help to formulate ICAEW tax consultation responses. For more details on the various options go tohttp://www.icaew.com/en/technical/tax/working-with-hmrc/volunteer BASE student mentors ICAEW’s Business, Accounting and Skills Education (BASE) is looking for ICAEW members to mentor student teams at our 46 regional heats across the UK. Your role as a mentor is to act as an advisor by assisting students through the business challenge at a regional heat of your choice and to show your support during the game by providing positive influences and helping to answer questions related to the business case. For more information and to apply for the mentor role go to http://www.icaewvolunteers.com/job/534/base-student-mentors-volunteers Support Members scheme The support members scheme provides free, confidential and non-judgemental support to ICAEW members in difficulty. This support is provided by a central team and a network of trained volunteer members. Staff and volunteers are exempt from the duty to report misconduct enabling enquirers to speak freely without fear of recrimination or repercussion. For more information on the scheme log in on https://www.icaew.com/en/members/local-support-and-services/support-members-scheme. To apply to volunteer for the scheme go to http://www.icaewvolunteers.com/job/522/support-member-volunteer/.
It is not always easy to find a volunteering role that is right for you. Below we list ways of finding out what role is good for you and ways of finding out what role is right for you: Think about what you want from volunteering. Is it new skills, fun or a chance to contribute to a cause? Think about what you have to offer such as enthusiasm, work or life skills, specialist knowledge or willingness to learn. Work out roughly how much time you have to give, and how many times a week or month you want to volunteer. Browse current volunteering opportunities using icaewvolunteers.com’s search facilities on www.icaewvolunteers.com/jobs . Think about what sector, type of role and location you are interested in. Narrow down your search if you get too many results by refining the search criteria. If you don't get many results try widening your search criteria – you never know what might turn up! Remember that everyone can volunteer - whatever your skills, experience or background you should be able to find an opportunity. Research and ask questions from the organisations publicising the roles before or during the application process to make sure you understand what the organisation does and what the role you are interested in entails. Give it a go!
When volunteering it is important that you know what is expected of you in that role and what you can expect from the organisation. Below we list some ideas to what questions you should ask to find out if the role is right for you. Ask questions about the organisation – their cause, strategy, governance and how the organisation manages volunteers. Ask questions about the volunteering role or project and ask about their procedures for induction, on-going training and expenses. Ask questions about the application process. Think about the skills and experience you have to offer and the skills or experience you want to gain. Think about your availability. How much time are you able to commit and when? Can you attend regular meetings or would a short project suit you better? Remember that you will be expected to do your best as a volunteer and be competent in your volunteering role. This is especially important for ICAEW Chartered Accountants (see Code of Ethics-Part A).
Members of the ICAEW Volunteering Community can obtain free professional liability insurance covering volunteering activities performed with UK charities or not-for-profit organisations. This includes whether you’re acting as a trustee, proving pro bono professional services or volunteering in a non-financial role, such as gardening or with a sports club.
ICAEW and CABA launched icaewvolunteers.com to help skilled and in-demand chartered accountants give back and strengthen the not-for-profit sector through support in volunteer roles. The website is free for all not-for-profit organisations and volunteers to use. Launched in 2013, icaewvolunteers.com is the only dedicated website connecting charities with finance professionals looking for volunteer roles. We currently have over 4,400 volunteer users looking for opportunities and over 2,300 organisations posting a variety of volunteering roles on the site.