1. Being a small charity trustee
Kindly hosted by The Clothworkers’ Company, London, 13 March @NPCthinks #NPCtrusteeship
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2. BEING A SMALL CHARITY TRUSTEE
HARRY HOARE
DIRECTOR & TRUSTEE
UNIVERSIFY EDUCATION

3. agenda Introduction to Universify Education Our story so far
Governance – how things work day-to-day
Strategy and lessons learned

4. Introduction to UNIVERSIFY EDUCATION
Universify’s mission is to address educational inequality:
We run a year-long programme for Year 10 students from disadvantaged backgrounds
Students attend a 6-day summer school at Oxford
Ongoing academic coaching and a refresher course at Easter
The course will have academic, university access and academic coaching strands
Designed for motivated Year 10 students to enhance:
Educational aspiration
School attainment
Application prospects to high demand universities
In 2016 we worked with 41 students from 17 schools
We aim to work with 3 colleges in oxford in 2017 before Cambridge and Warwick in 2018

5. Our story so far
Universify grew organically out of a commercial summer school:
2010
Oxford Summer Courses founded with 30 international students. 2 week courses cost £2,345
2011
Harry joins Social Finance, working with charities and social enterprises to access finance for growth
2014 – conversations with Somerville following negative student press article however Governing Body doesn’t want “knee-jerk response”
2016
Universify Education founded and first cohort of 41 students attend course at Somerville in August 2016
Universify is currently being incubated by oxford summer courses over the next 3 years

6. governance
Universify currently has 3 trustees and one Programme Officer:
Harry Hoare
Trustee, Director
Rob Phipps
Trustee
George Hoare
Trustee, Impact measurement
Voiceover:
Describe role of each trustee and their background
Harry/Alex weekly meeting about operations
Monthly meeting of all 4 re fundraising
Alex Whitton
Programme Officer
Oxford Summer Courses is incubating the charity using a “lean” methodology

7. Lean methodology
“Lean” means keeping costs to a minimum and driving value for beneficiaries:
Office space – shared with Oxford Summer Courses
Expertise – use of wider Oxford Summer Courses team (web development, accountancy, contacts with colleges)
Operational
Accommodation – benefit in kind from Somerville College
Meals – covered be new donor to Somerville College
Activities – “Bill Spectre” ghost tour as benefit in kind
On-course staff – volunteer model
Fundraising – not currently working (perhaps due to being under-resourced and area that requires charity-specific expertise)
Our unit cost in year 1 was c.£200 compared to £800 for similar courses from a national charity

8. Strategy and lessons learned
1. Growth
2. Evidence
3. Sustainability
Funding to increase student numbers
Build relationships with schools and universities
Focus on delivery
Collect rigorous evidence to prove impact
Use evidence to improve programme
Widening participation offices pay for programme
Schools contribute transport costs
AIMS
Balancing being lean with having enough time
£nil raised so far
College relationships difficult to develop
Impact report reasonably costly
How to track students after end of programme?
What data do funders need?
Widening participation offices fear new things
Necessity to “be different” / have a unique selling point
CHALLENGES
We are trying to limit financial risk by raising funding before expanding student numbers

9. My one piece of advice: talk to everyone!
Our development has been informed by many conversations with experts in the sector:
Programme design – focusing on Year 10 to fill an existing gap
School recruitment within target regions
Collaboration with follow-on programmes
The sector has been incredibly helpful and collaborative!

10. Any questions?

11. Being a small charity trustee
Andrew Hudson
13 March 2017

12. Adjusting to the size …
40,000
5,000
1,000
1,000
180 6 35

13. Hackney Winter Night Shelter
9 trustees
4 staff
700 volunteers ??

14. The Old Church
10 board members
3 staff
100 volunteers

15. Recruit and induct well
Specify skills
Track them down
Brief and interview carefully
Do a proper induction
Listen to new people, and keep listening

16. Prioritise what only trustees can do
Strategy
Resources
Staff management
Risk
Evaluation
Vision, Mission, Values

17. Keep learning and checking
Specific/technical help
Moral support
Build networks
Training

18. And things to avoid
X Failing to change governance or management as the charity develops X Over-reliance on goodwill/trust X Delaying acting on concerns X Being less rigorous than in the office on documentation, contracts, etc

19. Good luck, and always looking for tips!
Andrew Hudson
13 March 2017

20. Where do you look for help and guidance?
ROUNDTABLE DISCUSSION
What are the biggest challenges you face as trustee of a small charity? How have you approached the challenges?
Where do you look for help and guidance?
How do you get the skills and experience you need onto your board?
How do you balance your operational and governance roles?
Will you do anything differently as a result of today?