2009/10 IMPACT Report Our Members are Asthma UK N.Ireland Connswater Homes Limited HIV Support Centre Playboard Ulster Wildlife Trust chief officers of Autism Initiatives Contact a Family NI Home Start NI Praxis Care Group Upper Springfield the following Autism NI Contact Youth Counselling Housing Rights Service Prison Fellowship NI Ltd Development Limited organisations: Avec Solutions Services Include Youth Public Achievement Victim Support Aware Defeat Depression Co-operation Ireland LASI Quaker Service Voice of Young People in Care Access To Benefits (A2B) BAAF Northern Ireland Co-ownership Housing Law Centre NI REACT Voluntary Arts Ireland ACET in Ireland Ballynafeigh Community Association Leonard Cheshire Reconnect Voluntary Service Bureau ACEVO Development Association Council for the Homeless (NI) Lifestart Foundation NI RELATE Northern Ireland Volunteer Now Action Cancer Barnardos NI Cruse Bereavement Care Lloyds TSB Foundation for NI Reminiscience Network War on Want (NI) Ltd Action for Children Beat Initiative Cúnamh ICT M.U.S.T. Hostel Northern Ireland West Training Services Northern Ireland Belfast & Lisburn Womens Aid DePaul Ireland Macmillan Cancer Support RNIB Women’s Aid Federation Action Mental Health Belfast Activity Centre Diabetes UK NI Marie Curie Cancer Care RNID (NI) Northern Ireland Adoption Routes (C of I) Belfast Carers’ Centre Disability Action Mediation Northern Ireland ROYAL MENCAP SOCIETY Women’s Resource and Advantage NI Ltd Belfast Community Housing Dry Arch Centre Mill House Royal National Lifeboat Development Agency Advice NI Association Dunlewey Substance Mind Wise Institution Women’s Support Network Age NI Belfast Healthy Cities Advice Centre MS Society SCA (Springfield Charitable Workers’ Educational Age Sector Platform Belfast Unemployed Early Years – the organisation Mulholland Aftercare Services Association) Association (NI) Alzheimer’s Society Resource Centre for young children National Deaf Children’s Society School & Employer Connections Young Enterprise NI ARC Healthy Living Centre Blackie Community Group East Belfast Community NCB NI National School For Social Entrepreneurs Youth Initiatives Ards Development Bureau & Association Development Agency Children’s Bureau Sentinus Youth Link NI Community Network British Red Cross East Belfast Partnership NEA (NI) SHAC Housing Association Youth Works Ark Housing Association Brook Northern Ireland East Down Rural Community New Life Counselliing Shalom Care Arthritis Care NI Bryson Charitable Group Network Women’s Aid Shankill (Lurgan) Community Associated Members: ASBAH Bytes Project Edward Street Hostel NI Association for Mental Health Project Ltd Association for Real Change CARDI EGSA NI Cancer Fund for Children Shelter NI Age NI (ARC) Carers Northern Ireland Employers for Childcare NI Centre for Trauma Simon Community NI Association for Coaching Ireland Caring Breaks Ltd Engage With Age and Transformation Skills for Justice Autism Initiatives NI CAUSE for Mental Health Extern Organisation NI Chest Heart & Stroke Social Economy Network Belfast Central Mission Causeway Women’s Aid Extra Care NI Council for Integrated South Belfast Highway to Health Coca-Cola Bottlers (Ulster) Ltd Cedar Foundation Falls Community Council Education Speedwell Trust Corrymeela Community Belfast Centre for Global Education Family Planning Association (NI) NI Federation of Housing Springboard Opportunities Ltd Dancing Leopards Ltd Centre for Health & Well Being FASA – Forum For Action Associations Strabane & District Citizens Down District Council Challenge For Youth On Substance Abuse NI Hospice Care Advice Bureau Front Door Housing Charity Bank Fermanagh Trust NI Institute for the Disabled The Orchardville Society Stepping Stones Chartered Institute of First Housing Aid & NIACRO The Prince’s Trust Tides Training Environmental Health Support Services NICAB The Rainbow Project Belfast Verbal Arts Centre (NI) Ltd First Steps Women’s Centre Children’s Law Centre NICMA – The Childminding The Royal Society for the Fold Housing Association Christian Guidelines Ltd Association Prevention of Accidents Corporate Members: CIH in Northern Ireland Footprints Womens Centre NICVA The Rural College & City of Belfast YMCA Fostering Network NI Northern Ireland Anti-Poverty Derrynoid Centre Anne McMurray Consulting Ltd Colin Glen Trust Foyle Hospice Network The Salvation Army AsItIs Consulting Ltd Committee on the Administration Friends of the Cancer Centre Northern Ireland Scout Council (Divisional HQ) Blu Zebra Ltd. of Justice Friends of the Earth Northern Ireland Union of The Women's Centre Cleaver Fulton Rankin Solicitors Community Conventions GEMS Northern Ireland Limited Supported Employment Threshold Corporate Affairs,

bers Community Development Gingerbread NI NOW Project Tides Training Northern Bank Health Network Girl Guiding Ulster NSPCC Tinylife Forde May Consulting Community Evaluation NI Girls Brigade Northern Ireland NUS-USI Together 4 All Ltd Gilpin Executive Search r

m Community Foundation NI Greater Village Open College Network NI Training for Women Network & Development Community Transport Regeneration Trust Opportunity Youth Trauma Recovery Network Influence – Strategic Association Groundwork NI Orana Children and Triangle Housing Association Communications e Concern Worldwide NI Habitat for Humanity Family Centre Trinity Housing Marsh Ltd Confederation of Com. Groups Headway Belfast Parkanaur College Ulidia Housing Association Moore Stephens Chartered of Newry & District Helm Housing PeacePlayers International NI Ulster Cancer Foundation Accountants ou m contents our has been setin12pt text. The bodycopyin this document c 26 Fi 23 Ba 20 St 17 S 16 & C 15 L 12 O 10 W 08 Di Ch 05 at e u O h ur A n RESE ho re reng a

pp l a ai 3 a a dersh a ’ r

S ct n r O G or n it W P p cia c rg l c A or’s y Infor erson & UBL a h e Are t ti ed R n i hen a l C eve ng ip c n H R Sc IC A e i F e s i m m oreword ng p ore ati e en or FF mati m on AI bers t t ca s RS on rd Mentoring programme and regular resilience and vital services. Alongside this programme, an Executive skills required to meet these challenges, as well as preserving personal members ‘Lead in Difficult Times’, reflecting this difficult context and the During this year, CO third sector organisations. The sector’s leaders are crucial to this work. Ireland’s arts, sporting, rural and environmental provision is made by than expensive hospital care. Much of the contribution to Northern compassionate hospice in a much more appropriate and effective way able to live independently at home, benefit from day services or receive community rely solely on the vital lifeline that is the third sector, to be incredibly challenging times. A very significant proportion of our leaders, who are continuing to provide outstanding leadership in are a testament to these five individuals but also to all third sector have engaged with CO through the experience of five members who, in one way or another, this year’s report we have focused on the impact of our work, told achievements of CO It is our privilege to present the report on the activities and Chairperson Stephen Mathews in this difficult financial climate. thinking and our funders and sponsors for their support, particularly Committee and staff of CO We want to thank our members for their engagement, the Executive to our most vulnerable and communities that are in greatest need. political leaders, in doing what we can to protect the delivery of services decisions will have to be taken. We want to play a part, together with We know the coming years will be tough years, and many tough creativity and resourcefulness in delivering vital services to our users. in the margins of poor funding. We are a sector that has to deploy intense challenge. We are a sector that is well used to having to work to champion and connect third sector leadership during this period of engagement amongst members, we are well positioned to continue in this sector. With such strong roots and a clear commitment and shaped their membership association to help create effective leadership anniversary is an important reminder that chief officers created and with the Leadership Voyage Conference and the Voyager Awards. The During this year we began to mark our association’s 25th anniversary, create connections and understanding and influence change. to support strategic partnerships with leaders in other sectors to help 3 3 introduced a programme developed to help Chief Officers 3rd Sector for 2009/10. 3 over the past year. These stories of impact 3 for their commitment and strategic Calls for Help Director Majella McCloskey , we have continued In

CHAIRPERSON & DIRECTOR’S FOREWORD 05 07

The organisation I lead, Caring Breaks Ltd, a small Belfast based charity, provides regular respite breaks to the carers of adults with a learning disability. This substantial group of carers, most of them parents, some of them nearly 90 years old are in desperate need of support after a lifetime dedicated to caring for their sons and daughters. Caring Breaks alleviates the burden of continuous care felt by many of these carers who are often coping alone, by providing community based leisure and social activities for their sons and daughters. For carers these respite breaks of a few hours each week, gives them the chance to have time for themselves, and it usually represents the most regular break they ever get to enjoy. Caring for someone with a learning disability is like nothing else most people experience, every decision taken must fit in with the needs of the person being cared for. So this is not just a job for me or Dolores my staff team, the work Caring Breaks does is a vital lifeline to Finnerty the people we support. I was introduced to CO3 as a beneficiary of the Lloyds Chief Executive TSB Foundation NI Creating Change grant. The attraction for caring breaks me in joining was the fact that leaders of smaller charities were welcomed and able to access resources that would otherwise be out of reach. You can feel quite isolated and out of the loop when you are leading a small charity, but membership of CO3 has enabled Caring Breaks to become involved in strategic “The attraction for me in joining discussions about the sector and have our voice heard. It has #1 also provided me with a wealth of expert contacts that I can tap was the fact that leaders of into for advice and guidance. As a small charity we already operate in very straitened smaller charities were welcomed financial circumstances, so the anticipated cuts across public services in NI may have even more serious ramifications for and able to access resources smaller organisations, even in terms of survival. For me, keeping abreast of developments in the sector is a crucial part of my job that would otherwise be out of particularly in the current economic climate and I rely on CO3 to provide updates on the situation in NI.

reach. You can feel quite isolated of In February 2010 I participated in CO3’s Intrigue of and out of the loop when you Leadership programme. This was a four day intensive programme

s for leaders of 3rd sector organisations. I received a bursary to are leading a small charity, but enable me to attend the course with 12 other leaders from a diverse range of organisations. membership of CO3 has enabled e This was a tremendous experience for me personally, as

IMPACT IMPACT through the set themes of Leadership is Personal, Leadership

Caring Breaks to become is Entrepreneurial, Leadership is Relational and Leadership

ri is Political I was able to explore what this meant for my own involved in strategic discussions leadership development and it helped me examine my role with my organisation more fully. Peer support and feedback was a about the sector and have our vital component of the course and provided tremendous insight voice heard.” into the “soft” skills needed to be a good leader. to s our 08 CO3 IMPACT Report 2009/10 09

CO3 Chief Officers 3rd Sector is the coming together of third sector leaders, to strengthen our leadership, our sector and our society in Northern Ireland. With over 250 members and operating for over 25 years, we are a mature and strategic organisation which ensures that the communities and service users that we work for, are well served.

Our members lead a wide range of organisations; from charities, social economy organisations and partnerships, to community, faith-based and voluntary organisations. We use the term third sector to describe the breadth of our members’ work. Members work across all policy areas and connect to all government departments, to offer considerable expertise, services and innovation. Our members lead organisations that contribute resources and investment in public services, employ tens of thousands of people and have a considerable asset base to help strengthen the economy.

We are supported by a small staff team who work closely with members, as well as partner organisations in the private & statutory sector and government departments.

Our service to members includes: Relevant and bespoke leadership, professional development and networking opportunities, through conferences, events and mentoring. CO3 reflects the common views and concerns of its members to government and other decision makers. Sharing help and expertise through Call for Help services and supporting members in crisis through free counselling and legal services. E Timely strategic information and bespoke publications. Discounted membership of other leadership organisations such as the Chief Executive’s Club at Queen’s, ACEVO and IOD.

Our Corporate Strategy During 2009/10 CO3 Executive Committee led the production of a new AR corporate plan for the organisation for 2010–2013. The work to develop this plan included: E Commissioning independent consultation amongst members on CO3’s Public Affairs Role Presentations on the CO3 Leadership Research and implications for W leadership development and succession, for the association

Impute from John Hunter, former Permanent Secretary and Chair of the Chief Executive’s Forum, on the direction of the spending review and future issues for third sector leaders.

This work fed into a corporate planning event and the development of a Corporate Plan which was issued to members for consultation. corporate plan 2010–2013 summary The plan is available on www.co3.bz and summarised opposite. WHO 10 CO3 IMPACT Report 2009/10 Patricia Haren Director Women’s Support CO3 delivered a very CO3 published another Network 1 successful Leadership 6 best practice guide Voyage Conference, with “A Toolkit for Managing participation from almost 200 chief Change”. officers and a panel of distinguished international speakers. Marked increase in the 7 public profile of CO3 and Continued delivery of the its members, with print and 2 Call for Help scheme, with television coverage. almost 100 Calls and email briefings administered throughout Raised funds to commission the year. 8 an independent assessment of CO3’s public affairs role, Following the design which reported to members in early S 3 and creation of NI’s only 2010. cross sectoral Executive

T Mentoring programme, 12 executive Strategic engagement mentoring relationships were 9 between the Executive established and 10 continued for the Committee, CO3 members 12 month period. All mentees who and a range of key figures including took part agreed that they had found Ministers, Permanent Secretaries etc the mentoring to be an ‘invaluable EN resource’. Several mentoring Significant impact on “As a leader I understand the relationships are now continuing 10 the sector’s role and on an informal basis. involvement in Health importance of my professional M and Social Care, including CO3

CO3 held the first ever representation in the review of Core #2 development.” third sector leadership and Project funding.

E 4 awards in Northern Ireland I joined the Women’s Support Network (WSN) as Director at a glittering awards ceremony at Members were supported in 2004, a time when the organisation had staff shortages the City Hotel, Derry. As a result of through free confidential 11 and no planned strategic direction. My challenge was to lead this initiative, CO3 made 11 new access to the counselling the organisation through a major change programme, secure EVE corporate partners, hosted 300 service and a free legal service. sustainable core funding and develop a five year strategic plan. I people at the ceremony, selected I now have an excellent staff team, five year strategic plan 11 outstanding third sector chief Hosting a group of Swedish agreed by both the Board and our member organisations and have officers as recipients of the awards 12 third sector leaders to visit of

H successfully secured core funding. and enjoyed 3294 hits to the organisations and explore Through the support of DEL and CO3 and considerable work

Voyager Awards website. leadership issues, in partnership with s and commitment by the WSN team we have successfully obtained LANC Ideell Arena. Investors in People accreditation. CO3 membership e As a leader I understand the importance of my professional increased by around 20% Delivered 31 relevant 5 development and this has been supported by the many high quality G AC from April 2009 to March training and development IMPACT 13 training events delivered by CO3. I had a very positive experience of 2010 (numbers increased from events, many with bursary the CO3 mentoring programme for leaders. I was nominated by my 194 to 239 members). support and all evaluated for impact. ri mentor for a CO3 Voyager Leadership Award and was delighted to

R R win the category for ‘Leading a Smaller Organisation’. Strengthened our financial 3 A A Being involved with CO has enhanced my competency as a position and governance, 14 leader, raised the profile of the WSN and increased the visibility of creating a Finance, Audit our member organisations and the Women’s Sector as a whole. T

and Risk Committee. to A OU s our 12 CO3 IMPACT Report 2009/10 13

A key role for CO3 is in strengthening the skills of third sector chief Leadership Voyage Conference officers, particularly as we face the challenges of recession and significant & Voyager Awards funding cuts. To help achieve stronger leadership we have delivered over As part of its 25th Anniversary, CO3 delivered the Leadership 31 different leadership development programmes, workshops, as well as Voyage Conference and Voyager Awards for third sector leadership consultation events or networking events. We have also offered our members on 4th and 5th February 2010 in the City Hotel, Derry. The free mentoring opportunities with leaders from our own and other sectors. conference attracted 130 delegates and 14 exhibitors. There were 3 Leader succession is important to CO and we held the first training 3 international speakers, as well as Will Haire, Permanent Secretary programme for ‘second tier’ leaders in organisations. at DSD. Aiken PR and CO3 attracted good advance publicity. Many participants reported that they felt ‘revived and renewed’ as Events and Member Engagements a result of the conference, made and renewed contacts and had There were 31 member meetings and training events during 2009/10: time to consider their personal and organisational leadership.

An Introduction to Competency Based Interviewing 27.04.09 Over 80 nominations were received to the Voyager Awards. A Managing External Perception 29.04.09 panel of 10 completely independent judges from public, private Untangling the Spaghetti 30.04.09 and voluntary sectors were recruited, agreed a robust process and selected finalists and winners. Almost 300 people attended PA Development Course 06.05.09 the event, and a number of press articles were published including A Toolkit for Managing Change 12.05.09 main features in the Belfast Telegraph, Irish News, numerous Reunion event Inspiring Leaders Programme 19.05.09 regional newspapers and the third sector press. Follow up press Driving at Risk 20.05.09 activity is in progress including a UTV Live feature on our overall ACEVO/CO3 Networking event 22.05.09 winner. There were almost 4000 hits to the leadership awards and Membership Information event 26.05.09 conference websites, which were designed by AVEC Solutions. Surviving the Funding Crisis 28.05.09 Explore your own leadership 11.06.09 Leadership Development Programme Meet the Editor in Chief 23.07.09 CO3 developed a further leadership development programme Consultation on Volunteering Strategy 11.09.09 entitled “The Intrigue of Leadership”. The aim was to develop Past Chairs Lunch Meeting 21.09.09 the invisible “soft” skills often held by the most dynamic leaders, The Financial Crisis and Global Recession 22.09.09 which bring about high levels of success in their organisation. “The Intrigue of Leadership” had four sessions over four days Derry Launch Event for Conference & Awards 06.10.09 and was an intensive, non residential programme for 13 leaders

ip Work Place Domestic Violence Policy 14.10.09 of third sector organisation, including use of the Myers Briggs Belfast Launch: Conference & Voyager Leadership Awards 14.10.09 Type Indicator Step Two profile. Master Class in Strategic Planning 21.10.09 Demystifying Psychometrics 05.11.09 Content The four one-day sessions focused on the following themes: Corporate Planning event 12.11.09 EGM/Meeting the Chief Charity Commissioner 1. Leadership is Personal – 25th February 2010 and Christmas Drinks Reception 10.12.09 2. Leadership is Entrepreneurial – 11th March 2010 3. Leadership is Relational – 25th March 2010 The Tories and the Third Sector 28.01.10 4. Leadership is Political – 1st April 2010 Leadership Voyage Conference 04.02.10 Voyager Awards Gala Dinner 04.02.10 Feedback has been incredibly positive with the majority of Member meeting DHSSPSS Review of Core participants describing the programme as the “best leadership and Project Funding 10.02.10 development opportunity they had ever experienced”. dersh Intrigue of Leadership – Leadership is Personal 25.02.10 CO3 Chief Officers 3rd Sector AGM 11.03.10 Bursary Places

a Funding support from Lloyds TSB Foundation for NI Creating Intrigue of Leadership – Leadership is Entrepreneurial 11.03.10 Change supported some bursary places, which made a significant Intrigue of Leadership – Leadership is Relational 25.03.10 difference allowing participants to enrol on the programme who e Intrigue of Leadership – Leadership is Political 01.04.10 otherwise could not have taken part. L 15

Public Affairs Since 2006, CO3 members have been engaged in work to strengthen the position of third sector leaders and their organisations. This has included supporting advocacy on key issues of common concern. CO3 continued a programme of work to highlight the importance of involving the third sector, in changes in health and social care, sustaining and developing achievements in the reform process. CO3 has appointed Olwen Lyner and Koulla Yiasouma to represent it in a review of core and project funding to the sector from DHSSPS and supported discussions amongst members to impute into this process. Janette McKnight CO3 also decided to review its public affairs function during RS Director this year. A consultant was appointed to interview members as Quaker Service well as key strategic partners at DSD, DHSSPS and NICVA, and report to CO3’s Executive Committee. As a result CO3 has been able to clarify its intention to support members who wish to advocate on key issues of common concern to third AI “Once I was introduced to CO3 sector leaders. Representing CO3

I found their support at that FF CO3 members represent the membership in the following time, and since, priceless.” working groups: DHSS Review of Core and Project Funding – Every great dream begins with a dreamer. Always remember, you Olwen Lyner, NIACRO; Koulla Yiasouma, Include Youth

#3 have within you the strength, the patience, and the passion to reach for the stars to change the world. (Harriet Tubman) Nomination to the PQ Management Board of the Northern Ireland Post Qualifying Education and Training Partnership –

I believe that leadership, like life, should be lived adventurously. David Bolton, NI Centre for Trauma and Transformation A IC H But when I set out on that new adventure with Quaker Service just DHSS/PS Conference in Care Programme Forum – over 5 years ago, I was somewhat uneasy having never led a charity Joan O’Hagan, Asthma UK

before. Once I was introduced to CO3 I found their support at that C time, and since, priceless. Social Services Workforce Planning Advisory Group – Quaker Service is a family welfare charity which has been Siobhan Fitzpatrick, Early Years R of of delivering high quality services since 1969. It is a privilege to be part of an organisation guided by Quaker values such as their belief in the Other opportunities UBL

s goodness of all people. The outworking of this fundamental principle Post Graduate Course – Personal & Public Involvement in A has transformed many disadvantaged lives over the years as people Health and Social Care are actively encouraged to discover their uniqueness and self worth.

e The DHSSPS sponsored 3 places from the voluntary and P I believe that our board, staff and volunteers, without exception, community sector – of which 1 place was awarded to a CO3

IMPACT IMPACT work tirelessly and with amazing dedication and enthusiasm. They member, Aine McCabe. Blackie Community Group. S deserve nothing less than a leader with vision who appreciates them ’ ri and motivates them to continually provide excellent services for those Leadership Research Project 3 most in need in our society. That is where CO excels and I have 3 enjoyed attending a number of high quality leadership development CO had been conducting the first ever research of its kind into 3 programmes and events organised by CO3 over the past 5 years. In third sector leadership. The research project completed this year and is a significant contribution to the field of third sector addition to honing skills, these events enable invaluable networking RESE leadership. The research will be launched in the coming year and O to with other leaders in the third sector. 3 I look forward to continuing partnering with CO3 as we reach has also fed into the development of the CO Corporate Plan. for the stars and change the world. s C our & 16 CO3 IMPACT Report 2009/10 17

Calls for Help CO3 works to ensure it is effectively governed and resourced, to deliver CO3 continues to operate a highly successful Call for Help scheme, activated by for members and meet the high standards members would expect. and for members, to share good practice, support and advice. During this year, CO3 continued to operate these Calls, and managed over 50 calls in the year. Funding CO3 has continued to grow the amount of and range of funders. Funding Mentoring from Esmee Fairbairn and Henry Smith NI Development fund was secured. CO3 established a new Executive Mentoring programme during 2009/10 In addition, there was an increase in support from corporate sponsors 3 and 12 mentoring relationships were established, of which 10 have continued associated with the CO conference and leadership awards. A Finance, throughout the year. The programme was evaluated as very effective and Audit and Risk Committee was established during the year to continue to successful. CO3 has decided to build on this pilot project and deliver a develop financial governance of the association. further programme of mentoring in 2010–2011. Profile RS Good Practice Guide CO3 appointed external public relations support, following a tender process. 3 CO3 has been planning to add to the range of bespoke good practice Media coverage has increased substantially, including profiling of CO members guides. Roger Courtney authored an extremely comprehensive manual ‘A as well as coverage of the Leadership Awards and Leadership Conference.

Toolkit for Managing Change’ based on his successful training programme. N CO3 was delighted to publish and promote this 80 page guide, which is Investor in People Standard entirely focused on the third sector with a number of relevant case studies. CO3 continues to retain the Investor in People standard. O

Library and Information Executive Committee I CO3 has also continued to operate a Leadership Library. Offering over The CO3 Executive Committee continues to ensure a regular refresh of its

500 specialist publications, DVDs, journals and magazines, members who membership and strengthening of its governance standards. During 2009/10 T have used the library indicate it is a valuable resource particularly for those CO3’s Executive Committee met 6 times to review progress and plan for the undertaking study or managing organisational change. CO3 also offers organisation. This included 5 business meetings and an extended planning members a free subscription to AGENDA NI. session to set the corporate plan for 2010/2013. The Honorary Officers NG MEMBE have also met on 2 occasions throughout the year. I Strategic Alliances The Executive Committee also reviewed the association’s Memorandum CO3 continued to meet regularly with ACOSVO and ACEVO. CO3 and Articles of Association in line with changes to Companies Legislation continued links with the Centre for Non Profit management at Trinity College and Charities Legislation. In addition, terms for Executive Committee and continued working with Swedish counterparts Ideell Arena, members and officers were reviewed in line with current practice of the hosting a visit of Swedish third sector leaders in May 2009. CO3 worked with association. A revised Memorandum and Articles of Association was submitted to a Special Meeting of the Association in December 2009. NG the Chief Executive’s Forum on a joint event with Sir Clive Booth on Intelligent During this year, CO3 also undertook the establishment of a Finance, Funding. They also jointly organised a workshop on Big Lottery priorities. ANISA Audit and Risk Committee, as a subgroup of the Executive Committee. HEN Crisis Services TI T

Executive Committee membership G There was further evidence that the job of leading community and voluntary Doug Smith and Colum Conway have joined the CO3 Board and had an organisations in the current climate is very challenging. Peer and professional 3 induction session. Eileen Kelly resigned from the Committee in March 2010 support is an essential resource, and for the past number of years CO has and the association is very grateful for her contribution and hard work. A full R commissioned the provision of specialist, professional services to support list of Executive committee members is included on page 26. members in times of crisis. These are free counselling services, provided in

OR person or by telephone, from Staff Care Services. Members can also have Staffing O free legal advice on legal issues from Rosemary Connelly Solicitors. The staff team at CO3 remains unchanged. Staff have undertaken several Investor in People Action Learning Set training and professional development opportunities, received appraisal

and there have been regular team meetings. R CO3 worked with DEL to run a series of Action Learning Sets to support PP

members to achieve Investor in People Status. During this year the Action RENG CO3 25th Anniversary Learning Set met 6 times and three members led their organisation to CO3 began celebrating its 25th anniversary this year, principally

achieving Investor in People Status. These were DePaul, Tinylife and T Barnardos. through the conference and leadership awards. The association will use special 25th Anniversary branding throughout the year. OU SU S 19

I am the Chief Executive of DePaul Ireland an organisation that works in both Northern Ireland and the Republic of Ireland providing services to some of the most marginalised in the Homeless Sector. I became involved in working in this field some 13 years ago in a semi voluntary post and have found myself on a very steep learning curve to be leading one of the larger charities supporting people who are homeless on the island. A task like this can feel daunting at times and I am very proud “There is a commitment to provide of the work that all our employees and volunteers opportunities to engage with the do on a daily basis and I only need to visit one of key political figures collectively our projects to see the direct benefit. Being part which we may not have the same of CO3 has provided me opportunity to do independently.” with an opportunity as a relatively new CEO to link in with peers and access services which are very targeted to the Northern Ireland arena but with strong connections elsewhere in the Ireland the rest of the UK. People say the role of CEO is a lonely one, and I have to be honest I have such great people around me that I rarely feel this, but working between two jurisdictions can be challenging – there really is a feeling of doing everything twice in very different

#4 environments. With the help of CO3 I have been able to network with others in my position and it is incredibly comforting to know other people are facing many of the same challenges. As a relatively new charity you always have concerns about how things really are going within the organisation and often that level of independent scrutiny helps to let you know where you need to focus your attention for development. With the support of CO3 we went for our Investors in People accreditation, attending the preparation course provided by CO3 in conjunction with DEL.

of of We were so delighted, not to say surprised, when we achieved the Silver award on our very first attempt! The preparation course

s helped ease concerns and ensure we were on the right course but also provided a further chance to network. I look forward to seeing the news bulletins coming out and e there is always such a variety of events, training and much more.

IMPACT IMPACT There is a commitment to provide opportunities to engage with the

key political figures collectively which we may not have the same

ri opportunity to do independently.

Kerry Anthony chief executive DePaul Ireland to s our 20 Balanced Scorecard april 2009—march 2010 members inspired Well informed, of members and impact influence Maximised Objective I C of members and skills knowledge Increase mpact O 3 IMPACT R

e p or & programmes No. Mentoring briefings No. Email and postal programmes development No. Leadership Conference No. Events practice Guides Funds for Good competencies into leadership Funds for report Event evaluation Research report linked to 25 Years No of key events Leadership Awards engagements No Key Stakeholder engagement No. Political Scorecard Measure t 2009/10 R esul t s event 1 leadership Awards 2 25 Year events engagements 2 Key stakeholder engagements 4 political and postal briefings Circulate email 50 programme One mentoring Leaders programme Continue 1 Inspiring experienced CEOs programme for development leadership organise one Develop and one conference Organise and deliver Hold 10 events Chief Executive The Role of the to Leading Change developed – Guide Two guides are impact of training and longer term Measure usefulness Competencies Sector Leadership Funds – Third produced Development Plan Leadership produced Research report Target

Achieved Achieved Achieved Outcome new Corporate Plan prepare for the evaluation and To facilitate activities and impact in our To achieve quality our organisation fundraising into effectiveness and Build cost Objective i and chief officers for chairpersons governance project Effective the sector succession in prepare for members and (second tier) Engage associate of members participation Maintain membership Increase Objective le n t a ern dersh

a

l p ip Scorecard Measure Scorecard Measure and member survey rate in Satisfaction Corporate Planproduced Support evaluationprocess Event evaluation– and implemented Cash flowanalysisproduced No offundingbids financial viability No eventsassessedfor No ofCorporatemembers No of events and activities Needs assessment research critical times Specialist services at No of active members No of new members ro eng useful c esses score a ge content m

en

t events – 85% Average 7/10 2013 isproduced A corporateplanfor2010– completed An externalevaluationis Average of TM andExecutiveCommittee CFA updateatmonthlyformal fundraising objectives 4 fundingbids,tomeet financial viability 100% eventsassessedfor 5 businessmembers One Needs assessment report March 2010 15 associate Members by Target Target Achieve a satisfaction rateof Achieve asatisfaction on events‘useful’ engaged in CO One Governance event At least to Increase CO 200 by March 2010 frommember’ssurvey 70% excellent or good 70% content of members 3 ofevaluations membership 3 of

Achieved Achieved achieved Partially Achieved Achieved Outcome Outcome Achieved Achieved 21 22 CO3 IMPACT Report 2009/10 23

Statement of Financial Activities learning & growth Year ended 31 March 2010

Objective Scorecard Measure Target Outcome Restricted unrestricted 2010 2009 Develop our Appraisal of staff Trustees induction Achieved staff and total total PD Plans Staff receive trustees Incoming Resources Induction with new induction, appraisal Incoming Resources trustees and personal from Charitable Activities development plan Board development Grants Received 100,770 45,000 145,770 154,433 time One Board/staff

rd session to review and plan Incoming Resources from Generated Funds Increase No of media hits 6 media hits Achieved Membership Income 25,720 25,720 22,485 awareness through column cms 1000 visits to Income from Events 14,181 14,181 8,974 of our No. PR plan website Sponsorship – – 1,848

ca

organisation t Website visits Phase 2 of website Conference Income 52,681 52,681 95 and brand 25 anniversary plans underway

Other Incoming Resources r Seek to Report produced on One report on Achieved Sundry Income 2,404 2,404 331 understand information/policy role information/policy direction role Total Income Resources 100,770 139,986 240,756 188,166 for increase

ore organisational Resources Expended capacity in information Charity Activities 92,570 91,213 183,783 119,955

and policy Costs of Generating Funds 6,000 31,045 37,045 61,939 epo Governance Costs 2,200 4,715 6,915 8,792

Sc 100,770 126,973 227,743 190,686 r

Net Incoming/(Outgoing) Resources Before Transfers – 13,050 13,050 (2,503) Net Incoming/(Outgoing) l d Resources – 13,050 13,050 (2,503) Funds at 1 April 2009 23,076 23,076 25,579 e Funds at 31 March 2010 – 36,126 36,126 23,076 cia n d a ue in n t i n o Balanc c f “CO3 provides an invaluable source 25 and resource to link and connect at a leadership level. Importantly this network has helped us to realise that we’re not unique in facing Over the past 15 years Habitat for Humanity these changing contexts.” Northern Ireland (HFHNI) has helped regenerate 10 different communities impacted by deprivation and the legacy of conflict and brought together more than 15,000 volunteers across communities, providing affordable home-ownership for almost 100 families. In addition, HFHNI has raised in excess of £2.5million in support of Habitat programmes around the world. Over 1 in 600 people in Northern Ireland have participated on volunteer teams, working alongside families in desperate need of adequate shelter. My role as Executive Director is to continuously adapt and contextualise the global mission within a changing local political, corporate and business landscape. Whilst the impacts of the current global financial context are not fully understood, there is no doubt that the vulnerable, the families we serve, both at home and around the world are in even greater need. The leadership challenge common to the sector is managing the high degree of uncertainty that comes with reduced public expenditure and the squeeze on private sector; too many pieces of the jigsaw are unrecognisable. The demand for social

#5 and affordable Housing has doubled over the last three years and at the same time the community and social needs are becoming greater, with increasing worklessness for 16–25 year olds. This context also provides new opportunities and we have been working with others to find creative ways to respond through targeted volunteer programmes which will provide young people with the life-skills to enhance their employability. The two key strategic drivers for HFHNI are the Housing market and the Fundraising climate. As a non-profit, affordable of of self-build housing provider, the restructuring of social housing sector in line with EU procurement legislation, has added a further

s degree of complexity and confusion. CO3 provides an invaluable source and resource to link and connect at a leadership level. Importantly this network has e helped us to realise that we’re not unique in facing these changing

IMPACT IMPACT contexts. CO3 continues to develop our knowledge of services

provided by other non-profits and has allowed us to make links in Peter ri support of our family partners and volunteers. Farquharson We have significantly benefited from being recognised at Executive the inaugural CO3 Voyager Leadership Awards 2010. This award Director pays an appropriate tribute to the generous contributions of the Habitat for many thousands of HFHNI volunteers, our families, staff, partner Humanity to organisations and supporters. Northern Ireland s our 26 CO3 IMPACT Report 2009/10

Funders Are you a third sector chief officer? CO3’s main funder is the Voluntary and Community Unit of the Department for Social Development. Grant aid, Help in Kind and sponsorship was also provided by: Do you want to join a strategic network for

– AVEC IT – Forde May you and your peers, which will help you to – AVEC Photography – Grafton ESP lead more effectively? – Big Lottery – Irene Hewitt Consultants – Building Change Trust – Lloyds TSB Foundation for – Charities Aid Foundation Northern Ireland – Creating Are you a third sector chair, trustee or – Chartered Management Institute Change programme – Chief Executive’s Club Queen's – Marsh Insurance senior manager? University Belfast – Moore Stephens ON – Cleaver Fulton Rankin – Open College Network – Courtney Consulting – Unity Trust Bank Do you have an interest in the third sector? – Department of Employment – Stratagem and Learning – Verbal Arts Centre – Esmee Fairbairn Foundation Do you work for a company that would like and Henry Smith Charity – to connect with or help the not-for-profit NI Development Programme sector as part of your corporate social Staff responsibility? MATI Majella McCloskey – Director Jackie White – Head of Leadership Development Tracey McCreanor – Finance & Admin Officer If your answer to any of these questions is Tony Clarke – Finance & Admin Officer ‘yes’ then it’s simple — join CO3 today! Executive Committee Stephen Mathews (Chair) – The Cedar Foundation Judith Hill (Vice Chair) – NI Hospice Care Dermot Curran (Treasurer) – Belfast Community Housing Association Olwen Lyner – NIACRO

NFOR Joan Devlin – Belfast Healthy Cities Maurice Kinkead – East Belfast Partnership Colum Conway – Extracare I

John McMullan – Bryson Charitable Group 3 Doug Smith – Youth Initiatives Anne O’Reilly – Age NI o

TY AUDITORS McGuire & Farry, Emerson House, Carryduff

SOLICITORS Cleaver Fulton Rankin, 50 Bedford Street, Belfast c

BANK Northern Bank Ltd, Donegall Square West, Belfast

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34 Shaftesbury Square, Belfast, BT2 7DB T: 028 9024 5356 E: [email protected] W: www.co3.bz