Clore Social Leadership наградила почти £ 500 тыс. BLF за улучшение лидерства

Средства будут поступать из Фонда «Достигнутые сообщества BLF» и будут потрачены на сферы взаимодействия, понимания, руководства и инноваций

Clore Social Leadership получил грант в размере около 500 000 фунтов стерлингов из Большого лотерейного фонда, чтобы помочь улучшить лидерство в добровольном секторе.

Клору, который руководит целым рядом программ развития для существующих и стремящихся лидеров благотворительности, будет предоставлено 498 744 фунтов стерлингов в течение трех лет с января, чтобы Клоре «стать ведущим для лидерства в секторе добровольных, общественных и социальных предприятий в Англии », Говорится в заявлении Клора.

Благотворительная акция сообщила, что средства, которые будут поступать из Фонда «Достижения общин BLF», будут проводиться в четырех ключевых областях: привлечение, понимание, руководство и инновации.

Они были идентифицированы с помощью опроса Clore в прошлом году, в котором было установлено, что многие лидеры изо всех сил пытались инвестировать в развитие лидерства из-за нехватки времени и денег и отсутствия ясности в отношении лучших вариантов обучения.

Чтобы помочь удовлетворить этот спрос, Клор сказал, что будет использовать финансирование для диверсификации программ, которые он предложил, чтобы привлечь больше лидеров сектора.

Представитель Clore сказал, что средства, потраченные в сфере взаимодействия, будут сосредоточены на подключении лидеров и создании региональных одноранговых сетей по всей Англии, которые «способствовали бы обучению, сотрудничеству и великому лидерству».

Она сказала, что Клор также проведет исследование в течение трех лет, чтобы изучить, как сектор занимается развитием лидерства, каковы потребности и где могут быть обнаружены пробелы на рынке.

Шакс Гош (Shaks Ghosh), исполнительный директор Clore Social Leadership, сказал, что грант означает, что Клор может привлечь больше организаций, чтобы обеспечить добровольному сектору лучшее руководство для поддержки своих бенефициаров и более широкого сообщества.

«Лидерство для всех – от руководителей крупных организаций до руководителей местных групп под руководством местных сообществ», – сказала она. «Мы хотим стимулировать участие в руководстве, чтобы сектор был оснащен, чтобы вести и двигать изменения».

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Applications open for free leadership training programme

Organised by the King’s Fund, Comic Relief and the Big Lottery Fund, Cascading Leadership will match each successful applicant with a charity leader

A new programme that will provide free leadership training to people who work for health and wellbeing charities has opened for applications today.

The King’s Fund, Comic Relief and the Big Lottery Fund have designed and launched the new £250,000 programme, which is called Cascading Leadership.

The scheme will match each successful applicant with another charity leader, and both will receive training from the King’s Fund.

Each participant will take part in a two-day training and development programme on leadership skills, receive individual supervision from leadership experts, take part in three face-to-face consulting sessions with the other charity leader and take part in peer learning sessions.

The programme lasts six months, is free to attend and 80 places are initially available.

Only charities that can show how their work improves health and wellbeing will be considered for the programme, a spokesman for the King’s Fund said.

The programme is funded by Comic Relief, which is investing £75,000, and the Big Lottery Fund, which is investing £175,000. It will be delivered by the King’s Fund.

The programme is based on a pilot run by the King’s Fund and Comic Relief last year, which a report from the King’s Fund says helped participants to “develop professional skills, alongside deeper strategic leadership”.

The deadline for applications is 20 July, with successful applicants notified in August. The first programme will run in November, the spokesman said.

Lisa Weaks, head of third sector at the King’s Fund, said: “Cascading Leadership recognises that there are many charity leaders with hugely valuable skills and experience. The programme harnesses their excellent leadership and enables them to support other charity leaders while developing their own capabilities even further.”

Gilly Green, head of UK grants at Comic Relief, said: “With increasing demands on services, challenges in the funding landscape and more complex relationships to nurture and negotiate, being a charity leader can be a lonely as well as an exciting place.

“Cascading Leadership takes as its starting point the principle of sharing knowledge and building the sector’s capacity from within. And it is this understanding, and sharing of experience from others within the sector, alongside time to reflect and plan away from the everyday pressures of the workplace, that participants report valuing so much.”

For more information and to apply, click here.

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Charities ‘must spend more on leadership and infrastructure’, report concludes

The ICAEW report says charities have shied away from making good investment decisions because of a fear that it might negatively affect public perception

A fear of how the public will view investment in charities’ internal infrastructure has led trustees and managers to “shy away from making good decisions”, a new report warns.

The report, Positive Impacts in Challenging Times, published this week by the Institute for Chartered Accountants in England and Wales, says charities must invest more in leadership and infrastructure in order to retain public trust and operate effectively.

“Trustees and management have often shied away from making good investment decisions because they believe that it will impact negatively on how they are perceived,” it says.

“This has resulted in underinvestment in vital areas such as information technology, skills training, income-generating processes and governance and management.”

The report says charities should be prepared to spend more on infrastructure and support functions if it will improve their efficiency and effectiveness.

“Investments in training, evaluation, internal systems and fundraising are important as they enable charities to improve their performance,” it says.

“The risk is that under-investing in infrastructure can actually lead to a deterioration in a charity’s performance and the resilience needed to be able to sustain effective delivery.”

It says charities are to blame for “perpetuating the myth that reduced overheads mean the charity is more effective” and that “this leads to a vicious cycle of underinvestment and the belief that more can be done with less.

“Charities should be ready to make the necessary investment in infrastructure based on what is needed rather than how it may be perceived. Expenditure decisions should be governed by what is in the best interests of achieving objectives effectively, which may require more investment in infrastructure.

It notes that cost ratios of how and where funds are distributed are flawed “in almost all cases” and “lead to inaccurate conclusions”.

The report also says charities should focus more on the selection, induction and training of trustees to ensure they have the correct skills and experience to carry out their roles.

“All trustees should be able to confirm that, before taking up their appointment, they have received sufficient information about the activities of their charity and their role as a trustee, and that they understand the responsibilities that come with being a trustee,” it recommends.

The report says charities should also be more discerning about “unviable” payment-by-results contracts to deliver public services, the report says.

“The practice of winning the contract at any price can be harmful to charities and the causes they serve,” it says.

It says charities are likely to be better off bidding for such contracts as part of a consortium, so participants can be more efficient by sharing logistics and infrastructure. 

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