Please follow the links below to read and download the full articles and stories from our latest newsletter.
- Symposium Report - (Mark Salway, Director of Social Impact and Social Impact Investing, Centre for Charity Effectiveness, Cass Business School, City, University of London)
In November last year Cass Business School ran a symposium on social investment, where one hundred people came to debate the pros and cons of charity finance and social investment’s place in this as a tool.
- New routes to CSO sustainability - (Mark Salway, Director of Social Impact and Social Impact Investing, Centre for Charity Effectiveness, Cass Business School, City, University of London)
Over last Christmas, Professor John Hailey and Mark Salway put down the mince pies and party streamers for a small amount of time, and wrote an academic research paper focused on sustainability of civil society organisations in the developing world.
- Highlighting Trustee Development - (Denise Fellows, Chief Executive, Honorary Treasurers Forum, Cass Business School, City, University of London)
Trustees are at the heart of our leadership development activities. Throughout the years, Cass CCE has encouraged the effectiveness of all trustees through seminars, development programmes, consultancy and publications. We have also supported many sector initiatives including Trustees Week (more of that later). However, all the best intentions come to nought if Trustees don’t recognise that they might need support. Anecdotal evidence suggests that perhaps 25-30% of Trustees are not aware of their role and responsibilities.
- Elevating leaders from 'good' to 'outstanding' - Ian Lawson (Principal Consultant & Leadership Development Expert, Centre for Charity Effectiveness, Cass Business School, City, University of London)
Research from the Charity Commission in June revealed that public trust in charities is at an all-time low. They say that there has been a “significant” decrease in the public’s trust and confidence in charities, and the sector is now less trusted than the ordinary man in the street.
- All Inspection, No inspiration - Simon Hopkins (Chief Executive, Turn2Us)
There has arguably never been a more challenging time to be a trustee. The high profile cases of the last two years, and the subsequent open season on the voluntary sector, have brought into sharp focus the importance of good governance. The common theme that runs through each of these reputational dramas that play out in the public gaze is the pointed question: where were the trustees?
- Bill Colvin and Simon Hopkins are respectively the Chairman and CEO of the UK poverty Charity Turn2us. They discuss how they maintain a balance between the controls and the creativity. Comment from Paul Palmer, Cass CCE.
- Get Informed - Mark Salway (Director of Social Impact and Social Impact Investing, Centre for Charity Effectiveness, Cass Business School, City, University of London)
Recent research from CCE has shown that Trustees are more positive on most aspects of charity finance than both the CEO and FD. However, when it comes to social investment they are over 20% more negative than both. This appears to be because Trustees are risk averse towards moving charity finances away from grants and donations.
- Resilience and mental health - (Tammy Tawadros, Associate Consultant, Centre for Charity Effectiveness, Cass Business School, City, University of London)
In a world facing huge uncertainty and where the demands of life and work are far greater than the resources we have to meet those, good mental health, emotional resilience and physical well-being can be hard to come by.
Working in the voluntary sector poses unique challenges for us all, as we grapple with the paradoxical demands and expectations of expansion, funding pressures, challenges from government and the public, calls for sounder governance and a need to continue to deliver ‘business as usual’.
- My Second Curve, Justin Davis Smith
Inspired by our recent event with Charles Handy, our new senior research fellow, Justin Davis Smith discusses what will be on his agenda over the next few months.
- Distinguishing between the governance and management of fundraising, Stephen Lee
Stephen Lee, Academic Leader for the Charity Marketing and Fundraising MSc programme dissects the different responsibilities within the fundraising function and with whom they should lie.
- Developing Communication and Ensuring Impact with Great Ormond Street Hospital Children's Charity, Karen Glossop
Associate Consultant, Karen Glossop, reflects on a recent consultancy assignment, exploring how and when to project gravitas and how to increase personal impact.
- New Social Investment Toolkit
We are really excited to launch our brand new, free social investment toolkit which help you to understand social investment and how you can use it in your funding mix. Take part in the accompanying questionnaire.
- Working with power and experience- achieving impact as a leader, James Barrett
Principal Consultant, James Barrett, shares the simple framework that we have developed to support nonprofit leaders to maximise their leadership impact and focus their leadership development. The framework was first developed during our three year Leadership Development Programme for students’ unions, commissioned by the NUS, and is now used to shape the design of our other leadership programmes.
- De-mystifying the hype: social finance update, Mark Salway
Mark Salway, Director of Social Finance, discusses the role social investment can play in the sector based on a series of seminars run last year.
- Setting up a Rural Advice Network - Collaboration and change management, Ernie Messer
The New Forest Advice Network (NFAN) was founded during a project spanning two years, funded by the Big Lottery Advice Services Transition Fund. The aim was to bring together five advice-sector organisations operating in the New Forest in order to provide a more efficient and sustainable advice service for the people of the New Forest. Ernie Messer, one of Cass CCE's Principal Consultants, led the first stage of the collaboration process, focusing particularly on the people-related aspects and building trust. This was further tracked and developed as the project progressed with additional actions and new activities embedded to ensure success.
- Building Better Governance's regional reach, case study.
Our governance team adapted last year's governance series to meet the increasing demand for development from smaller, regional organisations.