Great Research/Partnerships Job Going – Future First Global

Future First Global is seeking a 6 month role for a Research and Partnerships Officer. There’s currently no budget beyond 6 months but if it becomes available, we may be open to conversations about longer contracts.

Have a look at the role here:

Also TSIC are seeking freelance associates at


OPPS: Prog Officer, Consultancy/Enterprise Abroad & Fellowship Opps

Some amazing opportunities coming up for anyone interested in the social sector/education.

First an amazing former colleague is hiring – Debbie Penglis at the awesome School 21 is looking for someone (£23-27k) to help develop real world learning opportunities for students. The Programme Officer JD is below and you will have the best manager you could hope to work with.

Second the ADR Fellowship has now opened for a 7th year – an opportunity for social entrepreneurs with an interest in cross-community/inter-cultural relations as well as building great enterprises can apply for a world-class experience for 2 weeks at a global business school here:

Finally I saw this great opportunity for Management Consultants or entrepreneurs to spend 8-12 weeks in Munich with the World Food Programme’s innovation lab helping develop ideas to fight food poverty. So interesting:

21 Trust JD:

Programme Officer – School 21

Salary: 23-27k per annum

Full time, permanent contract


School 21 is an exciting new school in Stratford with a mission to reinvent how schools create amazing projects and experiences for the young people that attend each day.

The Programme Officer will be responsible for managing the day-to-day development and delivery of the real-world learning programme, and support on managing the school’s multiple stakeholders.

About the real-world learning programme

The real-world learning programme sees students spending half a day a week working on a real project for an employer. Some examples of partners and projects this year have included redesigning the children’s menu for Holiday Inn, designing a viral social media campaign for a start-up charity with Ogilvy advertising agency and planning, publicising and running a football tournament for the West Ham United Foundation.

The role

This is an exciting role for an enthusiastic, creative, personable and well-organised individual working in an innovative and influential school.

As Programme Officer, you will be integral to the delivery of the real-world learning programme, growing our network of partners and supporters, developing new programmes and managing events. Working within a small and busy team, you will be comfortable using your initiative and working with a wide variety of stakeholders from school students to Secretaries of State.

You will respond to requests from schools and partners, coordinate networks of employers, ensure delivery of project aims and evaluate the impact of our work. With your excellent organisational skills, you will be good at preparing for every eventuality, but you will also be flexible and adaptable when faced with change.

You will have a strong understanding of the education sector and be able to spot opportunities and identify risks that may accelerate or undermine progress towards our programme goals. You will be adept at juggling competing priorities and understanding the needs and motivations of the diverse range of individuals and organisations engaged in our work.

A confident and persuasive communicator, you will write resources and publicity materials, speak in public, chair meetings and promote our work across social media. As an ambassador for and School 21, you will represent the organisation at meetings and events, and use your expertise, knowledge and charm to influence others to get involved.

You will work with the Director of Real World Learning and Partnerships at School 21 to build relationships with funders and supporters, and create compelling propositions for new projects and programmes.

Key accountabilities

 Managing the day-to-day delivery of projects;

 Working with the Director of Real World Learning and Partnerships to ensure that our programmes are well-managed, effective and a positive and productive experience for all involved;

 Liaising with multiple stakeholders and coordinating their involvement in projects;

 Contributing to the development of organisational strategy and new project and programmes including undertaking scoping and feasibility planning;

 Recruiting and coordinating project partners including schools, business and supporters;

 Writing reports and case studies based on data and information collected from project evaluations and research;

 Researching and applying for funding to support existing projects and future ambitions;

 Gathering regular stakeholder feedback to help promote continuous improvement;

 Monitoring and report on project milestones;

 Representing School 21 at internal and external meetings and events;

 Managing the school’s visit programme, small conferences and training events; and

 Ensuring that interactions and activity with partners are recorded appropriately including using our contact management database.


 Excellent interpersonal skills with the ability to establish effective working relations with internal and external colleagues and stakeholders;

 Strong written and verbal communication skill;

 Demonstrable experience of successful project management;

 Good IT skills including use of Microsoft Word, PowerPoint and Excel;

 Outstanding organisation, prioritising and planning skills;

 Ability to work independently, self-motivated and work on own initiative;

 Ability to work under pressure and to work to deadlines as required;

 Ability to assimilate information quickly and to think logically;

 Reacts positively and promptly to changing situations and requirements;

 Experience of coordinating multiple tasks, projects and events with a variety of stakeholders;

 Experience of event planning, coordination and execution;

 Good understanding of the education sector (experience of working with schools is desirable).

You will love this job if…

 You enjoy working with committed people in a friendly and purposeful environment;

 You thrive in small teams and when multi-tasking and juggling competing priorities;

 You are creative and have the discipline to turn your ideas into reality;

 You can spot opportunities a mile off and have the confidence to ask for help from many different people;

 You are passionate about education and creating opportunities for young people;

 You like people and people like you!

How to apply

Please send your CV and a one-page covering letter outlining your suitability for the role to Debbie Penglis, Director of Real World Learning and Partnerships at

All applications received will be acknowledged electronically. If you wish to have an informal discussion about this role, please email Debbie Penglis at the email address above.

Closing date: Tuesday 9th February. Interviews to take place on Thursday 11th and Friday 12th February.


JOB: Junior Advocacy Role in Amazing Global Health NGO

Anyone interested in global health will have started learning more and more about neglected tropical disease control in the last 10 years and it isn’t likely to slow down. The Sabin Foundation Europe – sister org to Sabin Vaccine Institute – are recruiting an Advocacy Coordinator to be at the heart of their small London team (based in my office!). It’s up to £22k salary. Have a look at

Job: Philanthropy Exec at Shared Impact



Great people to work for at Shared Impact are looking for a Philanthropy Exec… Details and link below:

The Philanthropy Executive works as a member of the global SharedImpact Philanthropy development team focused on prospect research and prospecting to establish relationships with individual donors and their advisors (family offices and wealth advisors etc.). This role is the primary lead for SharedImpact into the market.

Why Fundraisers Need a New Strategy, Not a New Regulator


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To start with the disclaimer: some charities in the UK fundraise excellently and honestly engage their donors; to get on with the article, most of them don’t.

Talk of a fundraising regulator is a distraction against a much bigger problem we have in the field in the UK – that we need to start educating donors about the complexity of our work. Every absent malaria net or failed student represents a break down of relationships or policy. Sometimes both. Not just a missing fiver.

The relationship between those looking for money and those who give it, is under strain. It’s under strain because it’s built on common distrust.

The condescending individual/organisation making a donation worries that inefficient charities put all their money in this thing called ‘Overheads’. They don’t like helping ‘Overheads’, they like helping kids. So the charity stops being an organisation that thinks, reacts and engages communities, stops understanding that relationships are at the heart of everything and engaging government as part of long term solutions – and repositions itself as an organisation that ‘fixes’ people for a price.

So we as charities condescend them back. These are not people we’re talking to, they are ‘Donors’, who couldn’t possibly get the complications of what we do. So instead we sell the idea that we work in these mythical lands called ‘Deprived Communities’ or ‘Developing Countries’ where one pill, programme or building is all that life needs. Everyone in the sector knows that £2 a month does not ‘save’ anyone any more than £100,000 a year does. It doesn’t mean the money is less important, it’s just that life is just as complicated and even in the land of ‘Deprived Communities’, people don’t flick between ‘broken’ and ‘fixed’ based on a direct debit or stuffed gala envelope. And yet we tell them what they need to hear to write their reports or regale their dinner parties.

This non-malicious mutual simplification works for both sides. Until, of course, someone starts getting inundated with emails, direct mail, meetings and phone calls all trying to save the kid/class/country for the same amount of money.

All of a sudden light shines on the fact that your £5 text donation is not £5 because that’s the amount needed, it’s because that’s the amount we think you’ll give. Your £5,000 is not what the charity needs, it’s the maximum that ‘Donors’ in your postcode tend to give. Our materials tell you you’re making a difference, but our strategy undermines that.

So regulate, don’t regulate – but if we want to build giving over the next 10 years it’s going to take a new, more honest, more complex relationship with donors, not just less spam.

This article was originally published with Third Sector magazine at


Jobs jobs jobs

There are a host of amazing jobs flying round the social sector at the moment (including 4 in our offices) and we wanted to share them here for anyone interested in applying or willing to help us publicise!

To start at home, we’re looking for an experienced consultant to join the TSIC team for the next 6 months. The details are up at: 

Then Future First Global is hiring a dynamic (but also operations-y) new Managing Director to help take the Future First alumni model round the world (see:

Future First UK is looking for two members of its senior leadership team to focus on alumni community building in the UK – one is a Director of Programmes, another of Business Development and Partnerships. See

Our friends at Youth United also have a great Director of Programmes role available at—information-and-application-pack.pdf for a few more days and finally the Citizen School Trust are looking for a head teacher at 

If you have anyone you know interested in jobs in the sector, please do get in touch through the links above.

Foundations: Moving Forward

I apologise. The blog was obnoxious. For 10 years I watched people smarter than me saying the same thing calmly and eloquently and not getting heard, so I pushed it.

I apologise that people trying to do the right thing felt attacked as that’s not a good thing to do and I apologise that it did not give more space to recognise all the amazing practice out there, including from those foundations that I have been lucky enough to partner with personally on projects. As someone equally committed to doing good in the world as those partners, I don’t think I should be grateful, but as partners, I should have been more respectful.

The intention was to get more people thinking about how to do things the right way. It was done obnoxiously. I apologise.

I’ve had a lot of nice responses, a lot of respectful disagreement and some hideous bile that made me cry. Can we call it evens?

Two things fed back on (used to say ‘got the heaviest endorsement’ but have updated on 24.4 as no longer do based on new numbers/I might have misread numbers in first place – ps. can someone ask me for the survey results so I can give to someone more statistical to analyse) from the snap survey connected to the piece were:

  1. The idea that foundations should feel free to be more forthright in setting out to achieve things and in having their own agendas; and
  2. That service users and frontline workers are too disconnected from the funding process/world and don’t have enough space to get their ideas onto the foundation-charity table.

Neither of these involve charities asking for more money and neither actually involve charities having a greater say in how foundations are run.

I know there are already people who have done and are doing thinking about these topics but it looks like there’s real appetite to do more.

If anyone wants to convene some smart people on this, I a) promise not to come and b) will happily pay for the sandwiches.

Not Fit For Purpose: Why I’m Done With the Foundation World


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I’m done. I’ve spent 10 years working in the charity sector and my conclusion is that the organisations that finance it are so bad at their jobs, that they make the rest of us bad at ours.

I’ve been working for too long with people trying to achieve great things for the world and watching them degrade themselves at the feet of foundations whose structures turn brilliant thinkers into fundraisers and who reduce a highly complex world into amateur box-ticking. I’m done.

It’s soul destroying, wasteful, embarrassing and I’ve been a part of it for too long. I’m part of the problem.

Imagine a world where service users, charities, foundations, researchers, academics, frontline workers, public sector experts, commissioners and regulators were aligned and working together effectively as partners. After 10 years I’ve realised how far we are from actually achieving this.

We need a new model for funding charities that is better than Victorian style philanthropy excused by reductionist, unbenchmarked and often corrupted ‘impact assessments’. I know it’s possible because there are some brilliant grant-makers out there – people who have transformed society with funding because they were brave, educated, understood the communities they wished to serve and were prepared to take responsibility and risks. Because they cared enough not to let great potential fail.

Truth to Power: The Ten Things Foundations Do That They Shouldn’t.

Or, more accurately, ‘the 19 things that some (not all) foundations do some (not all) of the time that I don’t think they should do (but what do I know?)’:

  1. Hoard power within a group of people who don’t give enough time (and don’t always have the expertise) to be effective – foundations should either hire staff who are able enough to make good grant decisions and delegate them power to make those decisions, and then judge performance based on those decisions, or give proper time and access for charity leaders to skilled grants committees/trustee boards;
  2. Only care about ‘their’ money – when you meet a foundation that won’t write references because they only want to spend time on ‘their’ money rather than leveraging other people’s, you realise that the commitment is not to social change but to ‘their’ social change. The fact that so many foundations have no reporting or monitoring of what happens to an organisation, beneficiary or field in the years after a grant period ends because they only care what happens within it is further proof of this. Foundations working together more wouldn’t hurt either;
  3. Base grant-making processes around their own convenience with little respect for social need or the organisations they are funding. Social need is less important than committee dates – trustees are happy to pay for frontline workers to work over their Christmases but heaven forbid a charity needs urgent support over a summer during holiday season.
  4. Embrace a ‘ticking’ culture – if we give a gift to an organisation, they are ‘ticked’ until the moon has rotated the earth twelve times. Should that funding prove insufficient for a specific need or opportunity during that period, nothing can be done. They cannot be considered for additional grants. If they come across some incredible new insight or opportunity to create social change this should not be backed as they have already been ‘ticked’. Ticking should stop;
  5. Set up funding in a way that encourages charities to compete rather than collaborate – an end to ticking would help this. Rather than ‘picking’ between charities why not use money to finance cooperation in a non-punitive way: ‘we can fund an experimental joint programme and us doing so does not make you less likely to get core programmes funded’;
  6. Procure programmes. Outside a few big international development funders, foundations don’t have enough money to go round buying enough impact for everyone so why not stop trying. Instead they should start fulfilling purpose by investing in real innovation to create new tools and transform systems rather than trying to mimic government, just without the bankroll;
  7. Procure everything through applications. Imagine a world where foundations were humble enough to seek out people doing great things, allocate budget to them, then work together on implementation plans;
  8. Distrust charities with money. A good business looking to grow might run on a 25% cost of sale, 75% gross margin, 25% net margin. Charities cannot be trusted and so are commissioned to run programmes at 75% cost of sale. No money is left to think. This hamstrings innovation, partnerships, advocacy and dissemination, and encourages competitive isolation amongst charities. It has permeated the sector so badly that now when a charity gets a big unrestricted grant, they worry it might harm their rations. They invest it in subsidising programmes so that other foundations won’t be put off. Failing to fund even a few things properly by preferring to funds lots of things badly, makes us all losers;
  9. Build decision making committees out of people without expertise to make decisions. It’s great to involve people from the financial sector in charity, the best ones have as big a contribution to make as anyone else. But when you get told that grant decisions are made by ‘the finest minds in investment banking/private equity’ without any engagement of people who have run small organisations, worked in the public sector or come from the communities they wish to serve, it just doesn’t make sense. Let’s stop assuming that being able to make money necessarily makes you uniquely gifted at giving it away;
  10. Make charities jump. Imagine a world where a 5-year grant was standard but foundations could use shorter grants where appropriate. They would, of course, have the right to cancel long grants if they did not see any progress or had reason to doubt the leadership or the value of the grant. In such a world foundations would have to actually be able to intelligently analyse performance rather than simply pick a pretty new partner for the next 12 moons. Maybe if they observed Point 19, this would be different;
  11. Turn innovators into operators. Imagine if people who came up with insights and new models of doing things were paid to keep doing that while other people were paid to operate models at scale. Innovation should not be confused with novelty; it isn’t a one off act that can then be ticked then rolled out, it should be an ongoing evolution. It requires unrestricted time, space and money;
  12. Turn social leaders into perpetual beggars. Short term finance + not enough finance = consignment to fundraising rather than working.
  13. Rely on grantees to do all the work. Imagine you have an idea that has the potential to change the world. Foundations will have no interest in it until you have sweated your guts out to prove the model, pilot, test, impact assess. To register as a charity you now need £5k in a bank account. If you are poor you are unlikely to have £5k to put in the bank account. Most foundations won’t back you before you are registered. Such processes are a kick in the teeth to diversity. Imagine if foundations backed people who needed it most, when they most needed it;
  14. Think in binary (apologies for grammar). Proposals tend to get ‘yes’s or ‘no’s because (see point 3) there are inflexible and infrequent opportunities to engage with the people who actually make decisions. Very rarely is there a ‘yes if…’ or ‘how about we do this together instead as it’s a better fit…’. Foundation granting structures are generally set up to judge rather than provide intelligent input;
  15. Fail to share insight. Foundations know so much more than they ever let on. Foundation teams should be calling new charity CEOs and saying ‘I love your proposal but I’ve seen 100 of these over the past 10 years and you are likely to need 5 times as much as you’ve asked for and if you change your model to a more intensive version, we’d love to fund that as that’s what we’ve seen work. Can I share some sample budgets and programmes of comparative organisations and see if you want to re-assess as if you do, we’ll fund it.’ Suffice to say, they tend not to do this. It’s even ok for foundations to disagree with and criticise strategy. That would be better than quietly judging people and leaving them to underperform. Expert honesty may lead to active disagreement, but we need that;
  16. Define sustainability as the growth of an organisation through revenue rather than the dissemination of an idea, concept or approach into the mainstream beyond the organisation. Defining goals as organisational/programmatic growth may be an easy way to showcase success but it’s a far less important metric than broader market penetration of a solution against a problem or widespread improvement in existing practice and whether the problem has actually been impacted. It also discourages sharing between charities. In international development they learned this one a while ago but most domestic foundations are miles off;
  17. Make loads of money out of porn, arms, tobacco, gambling and killing the environment via their endowments* (*they don’t necessarily make that much profit out of these things despite spending a lot of time and money trying). Many people – charity CEOs and service users alike – don’t realise that foundations are perpetuating themselves not insignificantly through investments in the world’s most harmful industries. I’m not talking about where the money came from originally before it was donated, I’m talking about where the money, once donated and officially ‘charitable’ sits. Some foundations are making concerted efforts at using investments in companies that should be doing better, to influence them to do so. Most however either simply don’t care or have started excusing profiteering as ‘engagement’ regardless of whether or not they actually ‘engage’ or how effectively they do so. The non-engaging ‘engagers’ should be particularly ashamed of themselves. As should those hiding behind a purposeful misinterpretation of ‘fiduciary duty’ (see Point 18);
  18. Hire conservative lawyers and financial managers in order to excuse risk aversion – foundations excuse away poor practice through referencing fear of that aggressively interventionist body (this is sarcastic), the Charities Commission. Please someone make them stop;
  19. Exclude service users and front-line workers. There are many circumstances where those with the closest proximity to a problem (as frontline workers or service users) are best placed to provide insight into useful solutions, but may not be best placed, inclined or, given Point 13 feel unable to lead a social sector organisation. Imagine if foundations found space to back them through backing their ideas, without relying on them as organisation-builders.

And one thing they don’t do that they should:

  1. Try to achieve something. Imagine if foundations tried to achieve something. To end social problems. Not to ‘do’ lots of things (evenly distributed round the country) and not to have a vision or mission disconnected from reality, but to set some concrete, stretching objectives about the change they wanted to see in society within a firm timescale on which they judged themselves. In such a mad world they might even hire staff, trustees and leadership with relevant capabilities and replace them if they did not perform.

My personal view after a decade sweating in this sector is that the foundation world is not fit for purpose and that the relationships between the various stakeholders is not an effective one. In many cases and indeed in my experience, it is completely false and based on an incentive structure that does not best serve our communal mission.

I’d love to see foundations become less risk averse, share power, share learning, show flexibility and take a systems approach. I’d love to see them come to hate the disadvantages they engage with. To lead the fight against them not just to hang around them. This is a plea to the foundation world to step up.

There is already some amazing practice out there – and many foundations who rightly won’t recognise themselves in the points above. I’ve worked and still work with some brilliant grant givers. Indeed, all the blame should not lie with foundations – charities have been complicit in this too. I’ve been guilty as anyone both in my grant giving roles and my charity leadership roles. We all have.

This won’t be fixed by foundations getting some service users on boards and having a more flexible grants policy – we are where we are because of a historical context rather than foundation fault or individual malice. The system has to change more fundamentally.

While the above represents only my insight, none of it is original. Indeed the Panaphur Foundation published their brilliant ‘End of Charity’ report 4 years ago to smiles, nods and inaction. Tris Lumley’s ‘anti-social sector’ speeches sum up many of the ideas above better than I ever could.

Today there are a number of people more intelligent and by now more popular than me who want to do some serious research and constructive work around what a great service user-charity-foundation-public sector-government relationship looks like. I hope foundation leaders seek them out to work with as peers, and don’t make them jump through any soul destroying hoops.

I’d like to thank Adam O’Boyle for his support in making this more intelligent and constructive and hopefully therefore, slightly less likely to be career-suicide for me personally; and indeed less harmful to the organisations I’m involved with that need foundation funding today and in the future.

I’d welcome any responses, either by comments below or by you taking a couple of minutes to register your agreement/disagreement with the ideas above on this short survey:

Jake Hayman

Applying For My Own Job: A Sample Cover Letter

We’re advertising for jobs again at Frame Again and always find it a shame when people don’t send the kind of cover letter’s we are looking for so I’ve written a mock letter to send to people as an example.

The key for me in a good Cover Letter is to an understanding of the organisation, an appreciation of what the role specifically involves and then enthusiasm and experience that show you would be good for the organisation and that you would be good for the role.

Here’s my imperfect try: Jake Hayman Frame Again Cover Letter

If you are interested in jobs at Frame Again, please see

I think 2015 will see a heavy focus on employers to do more for applicants. It’s so easy to get applications wrong if you have never been taught how to get them right and don’t have someone experienced who will help you look over them and so people are lost writing hundreds of applications without any of them being effective enough to showcase the value they can truly add to a role.

There is no incentive for businesses to give feedback to unsuccessful applications but it should become part of our expectation. I definitely haven’t always done this right but am trying to do better in 2015 and I think providing samples is a good place to start.