Big Lottery Fund England Grant Making Director
Big Lottery Fund England Grant Making Director Candidate Briefing Pack April 2015 An introduction from Dawn Austwick – Chief Executive of the Big Lottery Fund I am delighted that you are interested in joining the senior team at the Big Lottery Fund. Each of these three appointments is critical to our future success and to the development and delivery of People in the Lead, our new Strategic Framework (a copy of which is included in your pack). I have now been at the Fund for eighteen months and we are building a senior team to drive the organisation forward. Last summer Danny Homan joined us as Chief of Staff from Historic Royal Palaces, and Ian Hughes has just taken up his post as Finance Director, having previously been FD for BBC News and Current Affairs. They join our Directors for Scotland, Northern Ireland, Wales, HR and IS on the leadership team; as will these three appointments. We have a lot to do and an exciting brief. The Big Lottery Fund distributes 40% of the National Lottery Good Causes funding across the UK, around £650-700 million per annum, as well as making grants on behalf of others. We are the largest UK grant-maker in our field. We operate a blended funding model – part responsive funding, part strategic interventions – across social change, the environment, health and education. The majority of our funding is in the UK but we also spend about £20m internationally each year. To give you some more texture you will also find in the pack a thumbnail sketch of our current England portfolio; please do also take a look at our website. We believe this funding mix gives us a unique view of the world: one that we need to utilise more widely as we develop. Our new Strategic Framework is ambitious and will require us to be outwardfacing and focussed on the ambitions and aspirations of the people and communities we serve. We developed the framework through extensive engagement with stakeholders holding over 50 roundtables and running the Your Voice Our Vision website to foster a conversation about the future as well as holding workshops for all our staff. To make People in the Lead a reality we now want to build on this engagement, play a catalytic role in making change for the better, and continue to be a great grant-maker. I do hope that you choose to apply for one of these roles. Dawn Austwick CEO Big Lottery Fund Current England Portfolio The main strands of our funding portfolio in England are as follows: Enabling charities and community groups to identify and respond to local needs and opportunities by offering £200m per year in open, demand led funding through our Awards for All and Reaching Communities programmes. Supporting around 60 partnerships with £500m of strategic funding for preventative, evidence based systemic change within tough social policy issues over the next 5-10 years. Responding to key emerging needs by offering around £30 million to partnerships which can help people cope with hardship crisis; and around £50 million for women's led organisations to improve services and empower women and girls. Backing people to improve the places they live with £300m over the next decade through the Local Trust, which allows people in 150 neighbourhoods to decide how to spend £1 million over ten years to improve their area, and the Power to Change Trust, which supports community businesses. Supporting our grant holders to develop their skills and confidence through our Building Capabilities offer, and enabling access to sources of funding such as social investment where this can help voluntary organisations fulfil their mission. Working together with other independent funders in areas of mutual interest, such as funding projects as part of the Preventing Child Sexual Exploitation Funders Alliance, testing localised approaches to early and preventative action in services through the Early Action Neighbourhood Fund, and improving parks and green spaces through Rethinking Parks and Parks for People. Working with Local Enterprise Partnerships to commit over £500m through Building Better Opportunities over the next seven years that will support the people furthest from the labour market to get jobs and other support to improve their lives. Strategic Framework 2015 -2021 We believe people should be in the lead in improving their lives and communities. Our approach will focus on the skills, assets and energy that people can draw upon and the potential in their ideas. We feel that strong, vibrant communities can be built and renewed by the people living in them making them ready for anything in the face of future opportunities and challenges. Our principles Six key strands of our work to achieve this vision Our first steps What this new framework means for how we work Our principles: We will be guided in the choices we make by a set of principles: Confidence, not control We trust in people's ability to make great things happen, believing that our funding should enable rather than control. Simple processes, good judgements We use simple, proportionate processes which enable us to make good judgements. The strengths people bring We start with what people can contribute, and the potential in their idea. A catalyst for others We listen to, learn from, act on and facilitate the things that matter to people, communities and our partners. Shared direction, diverse approaches We value the diversity of communities we work with across the UK, are consistent in the quality and opportunities we offer, and support people to tackle inequalities. Using resources well we make informed choices about the resources given to us by National Lottery players: with knowledge, with people and with money, and in an environmentally sustainable way. Six key strands of our work to achieve this vision: Grant-making People in the lead at every stage of the funding cycle, both in the programmes we develop and the projects we fund, with involvement and ownership by the people our funding supports. Knowledge and learning We will continually improve our practice and support others to improve theirs, by openly sharing knowledge and learning internally and externally, and by helping our funded projects and stakeholders to share theirs too. People Our people will be equipped and engaged in the new ways of working that this vision inspires, and supported to continually grow their capabilities and confidence. Digital and technology People will be able to access what they need - anytime and anywhere. Communications and engagement People and communities will be aware of the funding and opportunities available, and able to share their stories, ideas and learning with us and others. Financial stewardship An operating model which supports the Fund to take a longer term view in how to achieve the vision efficiently and effectively. Our first steps: Accelerating Ideas: a pilot programme providing a flexible route to funding for innovative practice that can be adopted and adapted more widely to grow its impact. Awards for All: new test-and-learn pilots are underway to simplify our open small grants programme. Digital Community: a new function of our website which will begin to put digital at the heart of our grant-making. The community will enable people and organisations to network, collaborate and communicate, opening the Fund up to our stakeholders. What this new framework means for how we work Our new strategic framework will guide us in the choices we will make. It is ambitious, flexible, and adaptable to the changing context we're operating in. It reflects the fact that what will work today may not work tomorrow, and provides a direction to help us navigate the way ahead. It is informed by the feedback we received from Your Voice Our Vision – a conversation held throughout 2014 with people all over the UK. As a grant-maker Tackling disadvantage by focusing on what people contribute, supporting communities (geographical or otherwise) to be better prepared for future challenges Strengthening our blended funding model: o Keeping open, demand-led funding at our core – making it more accessible and responding to what people tell us our money can help them achieve o Using strategic interventions to tackle specific issues, seizing opportunities to improve and grow great practice, and generating useful learning for us and others o Developing the interplay between different funding approaches across our portfolios, sharing learning and building on great practice Simplifying processes so they support stronger and better informed judgements about what we fund. Backing ideas on the basis of flexible, proportionate applications, using a more conversational approach to progress great ideas. Being more open and participatory in how we fund – for example crowd-sourcing ideas through digital and media channels and involving partners in problem-solving. Growing a greater presence outside of the office, with stronger local networks and relationships. Exploring new types of grant-making such as social investment and other funding instruments, opportunities to build on full cost recovery, and options for continuation funding. As a catalyst Developing the skills of individuals and communities to take the lead in civil society, such as building community enterprises and increasing digital capability. Distributing the majority of our funding to voluntary, community, and social enterprise organisations as our core civil society partners. Encouraging different parts of civil society - from informal associations to small and medium sized entrepreneurs, through to the biggest charitable organisations – to adapt to current opportunities and challenges. Backing innovation – giving momentum to people, communities and practitioners with new approaches to thorny problems, prioritising and growing the best ideas and practice. Creating partnerships with those who can support great community-led activity – civil society organisations, other funders, government, public and private sectors. Being open and engaged with new approaches and forms of organisation, such as social enterprises, co-operatives and mutuals, and community interest companies, alongside our core civil society partners. As an organisation Strengthening our networks across the UK to actively share ideas, knowledge and evidence from across our funding portfolios and outside the Fund, to enhance our judgement and decisionmaking and to support others looking to develop ideas and practice Collaborating with those who can make a difference, recognising that we can't deliver this vision alone, sharing our skills and characteristics and drawing on the expertise of others Being flexible in how we manage our resources and costs to maximise the good causes money available to civil society Ensuring that our attitude to risk supports people and communities to make change happen, enabling bolder grantmaking in the pursuit of better practice. England Grant Making Director Job Description Reporting to: Responsible for: Salary: Location: England Grant Making Director CEO Member of the Senior Management Team Funding budget circa £500million: Operating budget circa £15 million: Staff Numbers circa 450 Highly competitive salary package Birmingham or Newcastle offices - but other locations considered within England Member of the Fund’s Senior Management Team The Role: Overall operational leadership of a wide-ranging, blended funding portfolio, informed by sound knowledge of the funding sector and civil society Develop England grant-making operations to deliver the aspirations of the Strategic Framework Support the England Portfolio Development Director as she/he leads the development of the England portfolio Accountabilities: Build and develop capability of the England division to meet the aspirations of the Strategic Framework supported by senior colleagues across the organisation specifically bringing 'People in the Lead' to life in England Grant Making. Delivery and development of high quality grant-making achieved through the involvement of customers, stakeholders, and colleagues Deliver England funding programmes within the business plan with a commercial focus, high level of organisational capacity, intelligence and enthusiasm Effective leadership and development of the England team to ensure delivery of the Fund's financial, funding, and service objectives Overall responsibility for delivery of the England annual operating plan and portfolio plans Establish, with senior colleagues across the Fund and within the England management team, appropriate and proportionate performance targets demonstrating commitment to continuous productivity improvement and innovation Ensure the Fund adheres to the highest standards of probity and judgement in England funding operations and decision-making Corporate: Leadership role across the Fund as a member of the Senior Management Team actively contributing to the realisation of the Strategic Framework Play a key role on the Senior Executive Team in the development and performance of the Fund's operating systems, acting as a key client to central services Working closely with senior funding and learning colleagues across the Fund to ensure that the strategic ambition to be 'more than the sum of the parts' and to play a catalytic role externally is realised Contribute to the development of both the England funding strategy and strategic development more generally through a grounded understanding of the external funding and policy context Responsible, alongside the England Portfolio Development Director, for ensuring that corporate priorities, and in particular, the ambition and approach set out in the Strategic Framework, are reflected and realised in England. Supporting the England Portfolio Development Director with the development of an effective portfolio strategy for England Responsible for the management and positive development of strategic and operational external relationships, working closely with the CEO and England Portfolio Development Director Governance: Provide comprehensive monthly performance against target reports to the Chief Executive Ensure that England Committee is effectively served by the executive team and that their expertise is utilised to support England's portfolio development and delivery as set out in the Committee's Terms of Reference Advise the Committee Chair on funding activity and developments in England as appropriate Attend Board and committee meetings as required People: Provide professional leadership to staff at all levels Ensure that all members of the England management team, have credible and challenging Personal Development Plans and oversee their delivery Supported by the Fund's HR team, ensure that England staff are motivated, trained and developed, and working with the England management team and beyond to get the best performance from the staff team Ensure that the Fund offers the best possible working environment and processes to deliver its ambitions in England Promote a multi disciplinary, evidence based, cross organisation approach Visibly demonstrate the qualities of servant leadership England Grant Making Director Person Specification Circa five years in senior management position Funding experience is highly desirable but not essential Financial acumen and commercially focused, understanding how to achieve efficiencies High level of organisational capability Intelligence and enthusiasm Highly developed skills of diplomacy, engagement, and with a practical and accessible manner Experience of re-shaping organisational structures and functions understanding the impact of change Experience of deploying staff resources effectively Excellent organisational skills that ensure we are well managed with a natural inclination for planning People management skills, able to motivate and inspire to achieve excellent performance Strong analytical skills that translate to well articulated, strategic management and leadership Able to assess and balance risk and opportunity Excellent written and oral communication skills Great listening and facilitation skills Able to work effectively with and in teams England Grant Making Director Advertisement and How to Apply The Big Lottery Fund is strengthening and reshaping its Senior Management Team who, working closely with Chief Executive Dawn Austwick, will lead the organisation in the delivery of the recently launched 2015-2021 Strategic Framework: 'People in the Lead'. The new Strategic Framework will be the central driver of our approach to funding, focusing on the strengths of people and communities, trusting them to make great things happen. This Framework will guide our portfolio priorities over the next six years. The England Grant Making Director is a newly created position, responsible for developing and delivering grant making operations of the highest quality, building the capability of the England division to meet the Framework's aspirations and bringing 'People in the Lead' to life. As the Fund becomes more outward facing and focussed on the ambitions of the people and communities we serve, our grant-making will be acting as a catalyst to encourage and enable aspirational change. Our grants must be more effective and our approach more supportive, responsive, collaborative and innovative than ever before. Leading the development and performance of England's grant making operations, the England Grant Making Director has overall operational responsibility for a wide-ranging, blended funding portfolio. As a member of the Senior Management Team, the post holder will provide leadership across the Fund, actively contributing to the realisation of the Strategic Framework. Please enclose with your application: A full CV, including educational and professional qualifications, a full employment history showing the more significant positions, responsibilities held, Relevant achievements and budgets and staff managed, and latest remuneration including any benefits; A supporting statement of not more than 2 pages (total) summarising your proven ability related to the person and job specifications; and Daytime, evening and/or mobile telephone numbers (to be used with discretion). Recruitment Process Deadline for applications: Longlisted applicants will be invited to interview with Prospectus: Shortlisted applicants will be invited to interview with the Fund: Preferred candidates will be invited to a Final Panel with the Fund: Friday 22nd May 2015 Thursday 28th May to Thursday 11th June 2015 Monday 29th June 2015 Tuesday 14th July or Wednesday 15th July 2015 NB Candidates invited to interview will be requested to undertake online psychometric assessment prior to the interview Terms of appointment: The role will be based at Big Lottery Fund's offices in Birmingham or Newcastle but other locations considered within England. The post holder will be expected to spend time regular time in London where the CEO is based, as well as travel to other Fund offices in England. The Fund is an equal opportunities employer and positively encourages applications from suitably qualified and eligible candidates of sex, race, disability, age, sexual orientation, gender reassignment, religion or Please enclose withregardless your application: belief, marital status, or pregnancy and maternity. We are committed to increasing employment opportunities for a full CV, including and educational and professional a full employment history showing theprocess. more people with disabilities will respond positively toqualifications, meet individual needs throughout the recruitment responsibilities held, Oncesignificant in post, wepositions, will ensure that any appropriate reasonable adjustments to our workplace are made, in order to support colleagues with anyand form of disability. relevant achievements budgets and staff managed, and latest remuneration including any benefits; a supporting statement of not more than 2 pages (total) summarising your proven ability related to the person and job specifications; and daytime, evening and/or mobile telephone numbers (to be used with discretion).
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