IR35 - Genuine Solution Ahead?
12 Oct 2022
Is the repeal of the 2017 and 2021 reforms to the off-payroll working rules as part of last month’s ’Mini Budget’ statement the good news our contractors, employers and agencies wanted? What do you think? Are you ready for a change and do we actually know what the new legislation will mean?
Dave Hedges is a tax partner at Azets and says there is “an absence of fine detail” around how HMRC will manage the transition over the coming months. “While the changes are welcome and have been lobbied for, we are advising clients throughout the engagement chain to tread carefully pending clarification,” he said.
Some questions remain following the chancellor’s announcement that the Off-Payroll Working (OPW) rules are to be repealed from April 6th 2023. There are three main reasons for this:
Is it really going to happen? Nothing has changed yet and we have a Budget coming up in November, preceded by a government already doing a U-turn on its 45p tax rate plan. The possibility of further U-turns therefore seems significant. Fingers crossed that this promised repeal of the OPW rules goes ahead. But it’s not certain.
End-clients (both public and private sectors), agencies, umbrella companies, accountants and IR35/OPW advisers are all taking stock and wondering how this could affect their business. And yes, that goes for me too!
Contractors are realising that unless they have always been outside IR35 and working for ‘small’ companies (not affected by the OPW rules), that their own circumstances are complicated. Notably where the contractor is:
currently with an umbrella, or
holding an SDS where the client has stated ‘inside IR35’, or;
regularly jumping between their PSC and an umbrella company depending on the IR35/OPW assessment.
At this stage (Q4 2022), nobody knows how the repeal of the OPW rules will work. That’s the unpopular, hard truth. Many commentators are reaching for their crystal balls, with some suggesting that there will be new rules for contractors added onto the IR35 rules of old (2000), such as requiring contractors to complete Status Determination Statements. There’s even the odd whisper that end-clients will continue to determine IR35 status; that blanket bans on using PSCs will continue indefinitely, and that HMRC will declare some sort of ‘amnesty’ on prior SDSs with ‘inside’ results. As interesting as they are, these really are only opinions at this stage and should be taken as nothing more.
So what can we do now? Every part of the contracting chain needs to use this time to analyse the effects on their own businesses and it is vital that all get up to speed with IR35 version one (2000).
Keep watching the contractor press for developments (the contractor ‘press’ that doesn’t just stick a press release up!).
Decide what you want to do -- if you could.
Collect and keep all evidence including SDS outcomes, online IR35 status tool outputs, end-client correspondence, contract review results, and working practices changes/opinions.
Find out about your personal situation now, to see what the options and (above all else) the risks are, and if a change in your status is feasible.
Speak to your client and find out what their position may be come April 6th 2023, especially if you are contracting with an organisation that has banned PSCs.
Take advice from only those that, as impartial as possible, understand all the rules (from 2000 onwards), and ideally those with hands-on experience of successfully defending IR35 HMRC investigations.
This could be great news for professional interim and self employed workers, it could be great news for large private companies and the public sector to attract and retain key skills to help them deliver growth and it could be great news for those involved in the supply of these people. For now, keep up to date, get planning and be ready, April will soon be here…
Invest in your fundraising career with Morgan Hunt and the Institute of Fundraising
01 Jul 2019
We are proud that the Institute of Fundraising (IoF) has agreed a partnership with Morgan Hunt to exclusively provide a free year’s Individual Membership to this forward-thinking body. This offer is available for all candidates who successfully secure a new permanent fundraising role through Morgan Hunt’s recruitment service and is valid from the 1st July 2019.*
“We approached the Institute of Fundraising with the proposal of providing our candidates with a great on boarding gift in the form of a year’s membership to this great organisation. We know from our work in other sectors that access to the latest best practice, a network of industry peers, tools and guidance encourages professional development and fosters a collective sense of duty to their sector. The response so far from the fundraising professionals we speak to on a daily basis has been extremely positive.” comments Frazer Thouard, Director, Morgan Hunt.
“For the employers Morgan Hunt work with, this further confirms our sector expertise and commitment to finding them the best calibre talent to deliver value to their clients and end users.”, adds Thouard.
Adam Bryan, Director of Partnerships and Innovation, the Institute of Fundraising explains “As the professional membership body for UK fundraising, this initiative champions our goal of supporting fundraisers through leadership and representation; best practice and compliance; education and networking. Working with Morgan Hunt helps us reach the many candidates who turn to this recruiter to continue their fundraising career. Signing up to a membership when embarking on a new role will set them up with the right support to make a great success of their next position.”
If you are a fundraiser looking for a new permanent opportunity please get in touch with our fundraising recruitment team on 0207 419 8900 or email [email protected]
*Terms and conditions apply
Want to work in the charity sector?
28 Jul 2017
Are you a champion of causes and want a career that gives as good as it gets?If you’re the person getting behind the latest cause, have a way with words and the ability never to take no for an answer then working for a charity could be the perfect career for you. Paid charity work can cover nearly every career option from marketing and public relations to policy and hr, and comes with a healthy dose of job satisfaction. Not sure where to start? We’ve got you covered.
FundraisingWhat they doFeverishly generate cash to ensure the smooth operation of the charity’s work. A hands on role where you can be expected to recruit individuals, groups and organisations to the cause through planned sales activities.What you needExcellent communication and social skills are an absolute essential. If going out and meeting new people is not your thing then this might not be the job for you. Being able to talk to anyone from celebrities at a party to the head of a company is crucial to success, not to mention being a team player. Unbridled creativity and tenacity are all factors of a successful fundraiser.Earning potentialInitial salary may start at around £20,000 or so for fundraisers just starting out, rising to well over £30,000 for management positions. Perfect forPeople who want to forge a career in the charity sector.
PR/marketingWhat they doSupport the charity in improving visibility of the cause & brand building, usually includes public relations, copywriting, event organisation, campaign management and a range of other tasks.What you needAs with most marketing roles, creativity is key. Drive, ingenuity and the ability to work well under pressure are all definite strengths when looking to work in marketing.Earning potentialDepending on experience you can usually look to earn between £20 -£25,000 and upwards.Perfect forPeople who appreciate good advertising campaigns.
EventsWhat they doPlan organise and promote a range of events, from bake sales through to fashion shows and more. If you’re the life and soul of the party then working in events is the job for you.What you needYou’ll be representing and reflecting your charity at all times, so the ability to maintain effective relationships with donors as well as excellent planning & organisational skills are absolutely essential. There are no specific qualifications needed to become an Event Manager but experience throwing parties helps.Earning potentialStarting salary can be around £18,000 rising to above £20,000 with additional experience.Perfect forPeople who love putting on a show.
Top tipsVisualise the job you want The first step is the hardest step. Set your goals. If the end goal is a stretch too far at this point, break it down into realistic and achievable steps.
Know your abilities Be honest about your strengths and weaknesses, brutally honest, know where you are in relation to your goal, but don’t let this put you off. You’re on a journey and that journey may take you onto some ‘B’ roads before you hit the highway.
Get hands on Experience can be vital to break into the charity sector. If you’re just starting out, work experience and internships are both great ways to begin your journey. Entry level positions are also achievable with some transposable skills.
Talk to someone who is where you want to be Find someone doing what you want to do. Now that you have a role model ask yourself what is it about them that has made them successful. Maybe sit and have a coffee with them and talk about their career journey. Find out their secrets-of-success. You will find that people are often more than happy to talk about themselves and offer this key information quite freely.Connect with others Build connections with people who can help you. Join communities and professional networks – these may be specific functional groups or skill specific associations. Build a LinkedIn profile. Be relevant to their conversations and be prepared to hold your own opinions. It’s important to share your passion but stay on piste and develop an antenna to tamper down when necessary.Brush-up on your knowledge Keep abreast of your profession, read sector related magazines and journals attend events and talk to people in commerce to get a fresh and up-to-date perspective.Finally...Passion and ambition is infectious. Your drive and energy will elevate you to stand out in the crowd. Be generous with your ideas and treat others how you wish to be treated yourself.
The Morgan Hunt fundraising team has extensive experience in connecting great candidates with exciting vacancies for charities, not-for-profit, education and arts and heritage organisations. Contact us by calling the team on 0207 419 8900 to find out more.
7 rules of governance
26 May 2016
7 'common sense' rules of governance from Morgan Hunt’s round table discussion
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Morgan Hunt played host to charity CEO’s to discuss how charity boards can become a more effective and informed Trustee body.Lead speaker Suzanne McCarthy outlined her 7 ‘common sense’ rules and led discussions on what is about to change that will affect how charities operate for good.
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Change is in the air. A new code from the Independent Fundraiser Regulator will be published in July. And that’s not all. Down the line new legislation in data privacy will change the dynamics of fundraisers’ relationships with donors. In Morgan Hunt’s breakfast roundtable we heard that the donor’s voice got lost under the strong fortissimo of fundraisers’ orchestral needs but how that must change with consent up front.Suzanne McCarthy, Chair of Depaul UK led an inclusive discussion with our charity CEO’s; we listened to her down to earth advice on the importance of priorities and Trustees responsibilities; why relationships matter, how boards need to ensure that they work as an effective and informed body, where charity boards need skills to function properly, and why empathy alone is sometimes not enough.The seven rules of governance will become even more important as charities get set to overhaul their operations in line with the new code of practice and new regulation to follow:
Governance fit for purposeThe first of the seven rules is grounded in a common problem that all charities face, working with volunteer Trustees.Difficulties arise from working with a board consisting of volunteer Trustees which is much harder than working with boards made up of paid employees. Charity boards may only meet up to 6 times a year for a few hours at a time, with Trustees removed from the day to day operations of the organisation.Beneficiary Trustees may have great passion for the cause, but might not possess the functional skills and experience for the task. Yet a charity board must ensure that adequate governance is in place and that their Trustees are fully conversant with their wider responsibilities.Furthermore Trustees need to realise that everything done in fundraising is now done in their name and that good practise in Governance also demands constant review.
The function of the ChairThe Chair’s main function is to set the Board’s tone and direction to ensure Trustees clearly understand their function. The success or failure of a Trustee can depend on this.A key point made was everything that a charity organisation does must be tied to value. It’s not about the money but about value, and Trustees must have a feeling and a kinship for those values.This is not the mission statement but about what a charitable organisation is there for. We heard that if this cannot be articulated clearly then the charity will have difficulties with Trustees focusing on what they are supposed to do.Value driven Trustees are supposed to act in the interest of the charity and their beneficiaries; to protect and safeguard the charity’s assets, and act with reasonable care and skill. They need to understand what the charity is there to do; the charity’s purpose, what the charity does and what it wants to achieve.
Trustees – not just for ChristmasIt was made clear that being a charity board Trustee is not a half-hearted occupation. We heard that it’s not something that you can pick up and leave, like a puppy. It’s not just for Christmas, but a very serious responsibility that requires long term commitment.The appropriate mix of expertise to have on board depends on the skills required to function and does not need to be a client beneficiary, unless it is written into the constitution, but you do need their voice.“We want Trustee boards to genuinely understand the challenges that beneficiaries face. But we also need to move to more professional boards - the two things have to go hand in hand” said McCarthy.Participating charities discussed ways in which to get understanding. We heard that sending Trustees out in the field or on a beneficiary project so they could understand the values and see what it is they are delivering was a great way in which to build this understanding. Trustees can get the chance to bond together and meet with staff. So it’s possible to get professional boards closer and engaged with beneficiaries.Common to a lot of charities is the difficulty in recruiting Trustees and often the reason why charities only have beneficiaries on boards of whom may not have the necessary skills required. We heard ideas of non-remunerating ways of engaging people and keeping in touch, indeed with younger members, a chance to acquire skills and experience that they could take with them to new employers.
Size mattersCharity boards of the right size matter, particularly when boards have a number of different committees. Trustees must appreciate the requirements of confidentiality, collective responsibility and behavioural standards even outside of meetings.But it was emphasised that if it is a committee that is covering the issue the Trustee cannot think ‘oh that’s already done’, committees do not let Trustees off the hook. They still have responsibility for what is going on.
Trustee appraisalsDescribed by one delegate as a weak link many Trustees are still not appraised. We heard about the benefits that an appraisal system has in directing and in relationship building.Yet a number of our participating charities already had appraisals in place. They were holding reviews and appraising Trustee performance with annual objectives for each member of the board, reviewed at the end of each year. Some participants were positive about how it was helping to professionalise chairs and boards. Others talked about the brick wall that they faced in trying to formalise their Trustee arrangements.Rule number five is that Trustees should be regularly audited and appraised as individuals and as a collective – ideally on an annual basis.
It’s all about PrioritiesSince Charity boards do not meet that often a meeting agenda needs to be focused on priorities.The point was made that work is not done in committee meetings but afterwards. Charities were advised to work on getting decisions made at meetings. Important issues should be given sufficient time and space, commensurate with the level of decision taking required. For example large scale investment decisions should not be trumped by low level irritations.And as not every Trustee will read every word of the agenda paper an Executive Summary has to be good enough to communicate the priorities. And that Executives and team members should be able to present their agenda to the board in a clear and concise manner.The first hour of a charity board meeting is the most important. Board papers should be written in clear English, be accurate and contain good and timely performance management data. The requirement for the Trustee should be explained clearly from the beginning of the paper.Finally always appraise meetings. Sit back and ask whether it went well. Question whether you covered everything that you intended to.
The partnership - Chair and CEOThe last of the seven rules was about the relationship between the Chair and the CEO. This must be a partnership and it requires trust, respect and openness. Chemistry counts and the relationship is crucial to get right.The Chair and CEO must have a robust relationship and trust each other; working together towards strategic goals as a collective, effective and informed Trustee body.For more information email our Senior Appointments team.
Cause or career in fundraising?
04 Feb 2015
Cause or career – Morgan Hunt gets behind the careers of fundraisers. Is cause or career the ‘big question’ for fundraisers?
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It states the obvious to say that fundraising is a critical role of any charity, yet it is an important fact to state since getting the right kind of person in place with the right kind of experience could be the make or break of the organisation. Many charities rely on the goodwill, values and experiences that lie at the core of their fundraiser; people who have joined them from different backgrounds, who embrace a cause that envelopes their very wellbeing.
The cause is often greater than the rewards - sometimes almost self-sacrificing. Yet fundraising is a skill like any other; you need to be creative and ‘gutsy’; not afraid to speak your mind, ask for money, tap into funds, a kind of commercial mindset that drives a person forward in our capitalistic society, even if this flies in the face of what a fundraiser is all about.
In Morgan Hunt’s experience many fundraisers do not change their cause for more pay and in a sense this skews the normal characteristics of supply and demand which sets pricing. High demand and low supply drives up cost in the world of business economics and this kind of market ‘disruption’ will impact on what fundraisers are paid and how they are rewarded.
So what do fundraisers say?Morgan Hunt ran a poll to find out if cause or career was a major consideration for fundraisers. Would they move jobs for a different cause in order to further their career? Our poll is by no means statistically valid but gives some insight into the motivations behind being a fundraiser.
It is worth noting that on speaking to a fundraiser who had a previous life working on London’s Underground, who took up studies that would give him the skills to start a charity with a cause that was close to him; he was clear about his views: “you have to get over the fact that people get paid to do a job, this is my living, but I do something that I enjoy, that is rewarding in many ways that my previous life was not. You cannot run a charity successfully on just volunteers”. This is a clinical response that does not deny the nagging commercial principles that lie beneath it.
So would fundraisers move jobs for a different cause in order to further their career?
Our poll says a fundraiser would swap causes to further their career. No one said that they would swap for more pay.
What skills should fundraisers make sure that they have? Commercial principles – understanding the difference between a surplus and profit. Low overhead doesn't necessarily mean an organisation is good at its cause, or that its turnover is low and its people productive; or that the group is spending wisely. Creative ideas – how to access funds. Understanding your donors and how to tap into them.
Among others these would be a priority.
At Morgan Hunt our highly specialist fundraising and charities team maintains in-depth knowledge of the sector and how policy and regulatory developments, and change affect the market. We work closely with both clients and candidates to offer a consultative approach in order to expertly match candidates across a broad range of disciplines with their ideal fundraising job. To find out more contact our fundraisers team on 0207 419 8911 or [email protected]
Moving into the charity sector from the private sector
21 Jan 2015
With government cuts affecting many of the impoverished and most vulnerable in society, the role of charities in the UK has never been more important, and effective fundraising is a vital central function to the survival and growth of charities.Additionally, reductions in public funding for charitable organisations has led to an increased need for more aggressive and forward-thinking fundraising strategies. There is now also a large demand for candidates who can apply a commercial mindset to fundraising roles.
Transferable skillsThis need for a more competitive fundraising strategy has made many of the skills that are synonymous with the commercial sector particularly sought-after for charity jobs.The communication skills and the ability to build relationships that has been developed within the private sector will be of significant benefit if you are looking to build a new career in fundraising. Project management and forward financial planning are two further transferable skills that are a prerequisite for success in a charity fundraising role.Additional value of the private sector candidate to any charity organisation is the fresh perspective alongside the commercial experience that can revitalise their fundraising strategies and boost operational efficiency.
What are the benefits?The primary benefit of working as a fundraiser within the charity sector is the sense of fulfilment that the job offers. Helping less fortunate, disadvantaged or vulnerable people means that you can go into work every day in the knowledge that you are making a real difference to the world around you, and this sort of job satisfaction is not available in any other career.The charity sector can also provide a more relaxed working environment, often with a casual dress code, shorter and more flexible working hours, making it ideal for candidates who are looking to start a family or perhaps move into a sector that is more personally rewarding rather than frenetic and fast-paced.Many of the charity and fundraising positions we recruit for at Morgan Hunt offer an incredibly varied working life where no two days are the same.
If you'd like to find out more about how we can help you make the move into the charity sector, get in touch.
Tips for your fundraising job search
20 Jan 2015
The benefits and sense of fulfillment on offer for those working in the charity sector means that competition for charity jobs – particularity fundraising roles – is high.If you’re looking to progress your career in fundraising, it’s vital that you adopt the right strategy for your job search to maxmimise your chance of success.To help ensure you’re on the right track, we’ve provided some handy tips.
Determine your career goals and preferences for your next role Decide what your long-term career goals are: Where do you want to be in 5 or 10 years’ time? Do you see yourself working for a well established international organisation, specialising in a particular fundraising function; or perhaps you’d prefer to work for a small, lesser known charity, heading up the fundraising division to develop and establish the brand? How will you work towards that goal as you progress your career - what path do you need to take and what experience will you need to gain to get there? Make your search as targeted as possible and consider your job preferences: Think about the size and type of charity you want to work for; Pull together a list of charities (5-10 at the most) in which you would want to progress your career; Do some research on what type of fundraising role/function would best suit you and your career goals. The key is to be specific - but also realistic - when setting your preferences for your next job.Maintain an up-to-date CV You should aim to review your CV at least every 2 months, ensuring that you add any new skills, experience and achievements as appropriate, as well as any volunteer/charity work performed outside of work; Register with Morgan Hunt, upload an up to date CV to and sign up for job alerts to notify you of any new fundraising jobs; Register your CV on specialist charity job boards (such as Third Sector and Charity Job) and set up job alerts specific to your search; Make sure your CV is publicly visible via these sites if you are openly job seeking.Enhance your online profile Maintaining your online profile and enhancing your online brand should be a key part of your job search; Manage and conduct regular spot checks of all your social media profiles to ensure you maintain a professional, positive presence; Read our guide on how to maximise the potential of your online brand for more tips on how to get ahead of the competition in the fundraising market.Don’t be overly ambitious – adopt a targeted approach to job applications Don’t waste precious time applying for jobs you are not qualified for – be realistic about your career level; Analyse the job description and essential requirements of the role and assess whether or not your skills and experience are a good match before applying.Adapt your CV and cover letter to the role Job applications can be a lengthy process, so it’s important to get it right; Tailor your CV and cover letter (or supporting statement) to the job and the charity; Highlight relevant experience and key achievements high up on your CV so that the hiring manager is able to see this information clearly; Do your research on the charity to which you are applying and emphasise your passion for the cause, your career ambitions and how you would ‘fit’ the culture of the charity. Get on the radar of your employers of choice Your Morgan Hunt consultant can approach the charities you want to pursue on your behalf on a speculative basis so it’s important you brief your consultant thoroughly; This will demonstrate your desire to work for the charity and will put you on their radar to be considered for current and future opportunities.Ask for feedback on unsuccessful applications and interviews Always ask the recruiter or employer for feedback if you have interviewed for a particular role and were unsuccessful as this will help you hone your interview skills and technique; If you have applied for a role that you feel matched very closely with your skills and experience but were not shortlisted for interview, don’t be afraid to ask the recruiter or HR contact/hiring manager for feedback on why you were unsuccessful.Regularly evaluate your progress and review your job search If you’ve been conducting your job search for a while but feel as though you haven’t made any progress, don’t keep ‘plugging away’ and hope for the best; stop and take some time to review your current strategy to identify what may be impeding your progress; Speak to your recruitment consultant and ask for advice on how you can improve your CV and job search strategy to increase your chances of securing the right job for you. They can advise on market trends/conditions, what type of roles and charities would suit you and what their clients are looking for in terms of stand-out skills and experience for fundraising posts; Aim to review your job search strategy every few months or so at least and continue to do your research and update your CV and online profiles regularly.Stay motivated and keep that end goal in mind Securing the ideal job and making that next career move takes time and perseverance – it doesn’t happen overnight. Keep that end goal in mind to stay motivated; The important thing is to make the right move – don’t settle for a job that won’t provide that all important stepping stone to help you reach your career goals.
Negotiating a pay rise
20 Jan 2015
Morgan Hunt provides 8 point plan to gain more recognition and better pay
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The not for profit sector brings many rewards to those working in it. Sadly money is not one of them. But you should not be downtrodden even if you love what you do. The perception in the third sector is often that your role is about the cause and not the money, but this doesn't mean that you shouldn't earn what you're worth. If you have the skills and experience in the role that you do and you deliver excellence in this regard then you are worth a market rate.Clearly charities are always looking to reduce their cost base and increasing the percent of charitable pound to their beneficiaries but this does not mean that you should not earn what you believe that you are worth.
If you want to negotiate your pay, here are a few key tactics to help:Be sure what your skills are worth and be prepared to support with evidence It is important to have a clear understanding of the value of your skills in comparison to the market and sector average. So do your homework and research sector salary surveys. This can also help you plan your career or chose an alternative path that you may not have considered before. Be prepared to demonstrate your value to the organization. It’s important to quantifiably show how you are delivering value and the benefits you bring to the organisation. Highlight your successes and your achievements. Be clear about your position in your organisation's future. If you can show how you are part of your organsation’s strategic plan and goals it not only demonstrates your understanding of where they want to be but also the part you play in this. If you can show how integral you are to your employers, your worth will increase. Demonstrating your understanding of their long term vision also shows commitment and dedication to the cause. Be confident of your total worth. Think about your total worth in terms of how much it would cost the organization to replace you and the learning curve that another would need to go through to get to where you are. Your research will have shown you; what the sector is paying and what you bring to the organization, now tot it all up with the additional hiring costs and the value that you bring to the role through having done it for some time. Be creative about what non-monetary benefits could add value? This may sound a little hard-nosed so remember to keep conversations as negotiations and not demands. We are simply trying to evaluate all benefits that other employers provide that sometimes add up to a better package overall. For example you may finally settle on something that does not include a direct salary increase but as enhanced benefits instead. Some additional things to consider might be: - Is your role expanding or could you develop it - Can you build on your experience by getting involved in new projects - Is there a learning opportunity in which you can train or take extra qualifications Be rehearsed and role play. This is not easy to do. Many tough nuts find it difficult too. So practice with a friend or relative. Go over the salient points in your pitch and work on tone and delivery. Brief your confidante to ask questions and test you. Be proactive and request a review. Sometimes negotiations go over an extended period of time and it may mean that the increase that you want cannot be provided in the short term so there is an alternative approach which is to make sure you work towards your expectations through a series of performance reviews, setting out clear targets and SMART objectives. This will demonstrate your flexibility and it will be clear that you are not holding the organization to ransom but that you have needs too. Finally … The aim is for a win, win situation. The exercise should not be just about what you think you are worth but a more holistic approach to what value you bring to the organization and what the market is paying others with a similar type of skill. Your expectations should be in line with market value.
Sector aside, a good employer will want to reward those who add value. If not, it could be time to re-consider your options. For more information on non profit jobs call us on 0207 419 8900 or email us on [email protected]
Becoming a charity trustee
03 Dec 2014
Louise Parkes, Director of Fundraising at the British Heart Foundation, was recently appointed as a new Trustee to the Dame Kelly Holmes Legacy Trust, joining the board to take on the exciting challenge.Working with Morgan Hunt recruitment agency, Louise secured her role as Trustee in September 2012. With Louise now nine months into her trusteeship, she talks about her motivations for pursuing the role and what advice she would give others looking to become a Trustee for a high profile charity.The Dame Kelly Holmes Legacy Trust enables disadvantaged young people to get their lives on track and benefit from the skills, expertise and experience of world class athletes through a range of personal development programmes. The charity, founded in 2008 by Dame Kelly Holmes, has helped more than 50,000 young people to lead more positive lives.The DKH Legacy Trust has recently been awarded £6.9million in funding from Sport England to support the roll out of the charity’s successful Get on Track initiative nationwide over the next four years.With the charity moving forward with ambitious plans for growth and a new strategic direction, a new Trustee was required to play an integral part in realising the DKH Legacy Trust’s long-term growth and development goals. As a national supporter and proud partner of the DKH Legacy Trust, Morgan Hunt was approached to recruit for this exciting position.
How did you hear about the Trustee post at DKHLT?"Morgan Hunt was involved in the recruitment for a senior role at the British Heart Foundation and Ben Pountney [Fundraising Manager, Morgan Hunt] approached me directly with the Trustee role at the Dame Kelly Holmes Legacy Trust."
What influenced your decision to apply for the post?"Having previously been a Trustee of a small charity, I was looking for a trusteeship for a cause I was passionate about, where I felt I could make a valued contribution."With DKHLT being one of the fastest growing charities in the UK it must be an exciting time to be on the board. How does the charity plan to build on this success and continue to grow and develop in the future?"It is a very exciting time to be involved with the Trust. Part of my role is to provide support and guidance on fundraising. Managing rapid growth and ensuring it is sustainable can be challenging, but the Trust is ensuring that it diversifies its income generation activities to provide a stable base moving forward."
How does your role as a Trustee differ from your role as Director of Fundraising at the British Heart Foundation? What are your typical responsibilities as a Trustee?"The role is quite different, but there are some similarities. As a Trustee I have responsibility for governance and strategy, but I am also able to provide support, guidance and expertise in fundraising."
What's the most rewarding aspect of your role?"The most rewarding aspect of the role is seeing and hearing the difference that we make to the lives of young people. Some of the stories are quite inspirational."
How do you feel your skills and experience complement those of your fellow board members?"It is a fantastic board of Trustees, with each bringing different skills and experience to the table. Some of the Trustees have been involved in the Trust since it started, and have managed and guided the organisation through phenomenal growth. Understanding where an organisation has come from is a really important part of supporting its development in the future."
What qualities and attributes do you think are essential for anyone looking to get on the board of Trustees for a high profile charity such as DKHLT and what advice would you give for those wanting to pursue a Trustee post?"Different organisations will be looking for different skills and attributes, depending upon the type of charity and the current constitution of the board. It can be incredibly rewarding, but it is also a significant commitment. Make sure it is a cause you are passionate about and can fully meet the expectations of the role and the organisation. I would recommend to anyone who cares about making a difference and has skills to offer to pursue a Trustee post."