Thursday, 20 August 2015

MANAGEMENT AND ADMIN, MARKETING AND MEDIA, SECTOR POLICY AND RESEARCH 19TH AUGUST 2015 15:49 Public policy and governance in the wake of Kids Company

Thoughts from the CEO of charity chief executives body ACEVO
Any chief executive must surround themselves with a top quality team to deliver essential administrative functions. Batmangelidh’s approach appears to have relied heavily on her indomitable spirit, force of character and charisma. Without the sufficient collateral support of good governance and sound administration, these things, are, simply, not enough.

Click here to read more on this subject

Tuesday, 11 August 2015

Did you know .....

Did you know PAVO can help you with all of these?

  • Constitution (for unincorporated associations)

  • CIO foundation or association constitution (for CIOs) 

  •  memorandum and articles of association (for charitable companies)

Governing your Organisation & Getting the Best from your Volunteers

Governing your Organisation

Tuesday 8th & Wednesday 9th September
Venue: Unit 30 Ddole Road, Llandrindod Wells
By the end of the session, participants will:
  • Explore the concept and principles of governance
  • Understand the purpose and uses of your 'governing instrument' (your constitution or rules)
  • Understand the difference between governance and management
  • Have considered the Trustee's relationship with paid staff including the Chief Officer
  • Explore the importance of Nolan principles and Trustee codes of conduct
  • Understand the roles of Sub-committees and executive committees
  • Understand the role of AGMs and other membership meetings
  • Have an overview of good practice in trustee recruitment 
To book: Click here

Getting the Best from Your Volunteers

Date: 7th & 8th October 2015
By the end of the session, participants will:
  • understand what motivates and de-motivates volunteers
  • understand good practice in relation to support and supervision
  • recognise and be able to manage a variety of difficult situations
  • know when and how to terminate a volunteering relationship
  • be able to assess needs for training and development and recognise different ways of meeting these
  • know how to give appropriate recognition to volunteers
The costs for the courses are:
  • £40 - PAVO members
  • £80 - 3rd Sector, non PAVO members
  • £120 - All other / individuals
To book: Click here

Your volunteers

Insurance to cover volunteers

Make sure your charity’s insurance covers your volunteers. Even if your charity doesn’t employ staff, you may still decide to take out employers’ liability cover for volunteers.
Check whether your insurance policy:
  • includes volunteers
  • covers the activities volunteers will be doing
  • states any age limits for volunteers

What you need to know, what you need to do

Already a trustee? Or thinking about becoming one? The is the must-read guidance

Thursday, 6 August 2015

Trustees need to know about Equality and Discrimination

CLICK HERE To watch Video on protected characteristics

View or download the set of three key Acas guides

Key points

  • If an employee believes they have been discriminated against, they will usually connect this to one or more of the nine protected characteristics listed above. But the way in which they have been allegedly discriminated against will determine which type or types of discrimination apply within their protected characteristic.
  • Employees who believe they have been subjected to discrimination, or who believe they have witnessed discrimination in the workplace, should be able to feel confident in raising the matter with their employer and assured it will be taken seriously.
  • The Equality Act makes certain exemptions and exceptions where in some limited situations treating employees and job applicants less favourably can be lawful. For example, in certain and rare circumstances, it may be lawful for an employer to specify that applicants for a job must have a particular protected characteristic under the Act.
  • Both employers and their employees can be held responsible and liable for their actions where they discriminate.
  • To effectively stay within the law, promote equality and prevent discrimination, an employer should have a policy in place so all employees know what is acceptable and expected of them as individuals and as part of the organisation.
  • There are different options including policy changes, disciplinary procedures and mediation for handling concerns or complaints about discrimination. An employer should be clear how it will handle such a matter. However, if the complaint is lodged by the employee as a grievance, the employer must follow certain minimum procedures set out in the Acas Code of Practice 1 - Disciplinary and Grievance Procedures.

Equality and discrimination top tips Displays a larger version of this image in a new browser windowEquality and discrimination top tips

View or share our Equality and discrimination 'top tips' which outline the basic points you must know to comply with the law.
You can also sign up to the free Acas e-newsletter for more top tips and guidance updates.

Business case for encouraging equality and preventing discrimination

  • Encouraging greater awareness and understanding of the different protected characteristics, alongside tackling discrimination, can help to reduce the chance of complaints, disciplinary action or an employment tribunal claim - and avoid the costs and disruption to the organisation.
  • Improve team spirit - an employee or groups of employees who are being discriminated against are likely to be unhappy, less productive and de-motivated, and this can have a negative impact on the whole workforce.
  • Attract, motivate and retain staff, and enhance an organisation's reputation as an employer. If staff who have been discriminated against feel  undervalued or 'forced out' and leave, the organisation will run up the costs of recruiting, training and settling in new staff when its reputation as both a business and employer may be damaged.
Additional factors organisations should take into account include.
  • The UK workforce is changing. For example, more people are continuing to work instead of retiring, women now make up almost half the workforce, around one in ten of the UK working age population are from an ethnic minority, while one in four primary school children are from an ethnic minority.
  • Having staff at all levels from a wide range of backgrounds and skills can help develop a working environment producing ideas and solutions that might not come from a smaller array of diverse groups. A diverse workforce can also help an organisation better understand and meet diverse customer expectations.

Business case report

The Department for Business Innovation and Skills has produced a report on the Business Case for Equality and Diversity available from GOV.UK - The business case for equality and diversity: a survey of the academic literature.
The report says the firms that have benefited from equality and diversity have done so by making them part of their business strategy, instead of treating them separately.
Evidence, though, shows there is not a "one-size-fits all" approach. Businesses and organisations know their own markets and sectors best, and should address equality and diversity with that in mind. That does not mean they can ignore equality and diversity if they think they are not in their business interests, as employers must still comply with the law.
The report suggests businesses may be overlooking potential advantages. For example, having staff with roots in other countries and cultures can help a firm build relations with a wider range of customers, and market its products or services more appropriately and sensitively. A driver for some firms is in enhancing a brand's reputation.

Benefits of promoting equality and diversity

A better chance:
  • that the best candidate from the widest possible pool of applicants is selected for the job
  • of reasonable adjustments for the disabled at work to make sure they are not disadvantaged
  • of a workplace which values the differences between staff and which expects an environment of fairness, dignity and respect
  • of being given the opportunity for work-life balance - for example, through working flexible hours or working from home
  • of getting training, career development and promotion opportunities based on merit - skills, knowledge and experience relevant to the role.

Acas training and other ways that Acas can help

Acas offers a range of advice and support for businesses and individuals dealing with equality and discrimination issues.
Try Acas Learning OnLineHelpline Online, view our range of Training or visit 'Equality and diversity: how Acas can help' designed for employers to improve practices and embed new ways of working.

Featured training - Is it OK to ask? A new practical scenario-based diversity course

This course focuses on some of the common and often complex situations that employers may face when managing a diverse workforce.
Find out more by visiting the 'Is it OK to ask?' page.
View Acas training on equality and diversity and discrimination on our Equality, diversity and the Equality Act 2010 events page. You can also use our Helpline Online tool which can help answer any questions you have on equality or other management and employment relations areas.
Acas Learning OnLine
Equal Rights Act 2010 - Training courses
Your details: news and notifications

EMPLOYMENT RESOURCES for Trustees who manage paid workers

Recent decisions in the European court of justice and UK courts have led to some confusion around the calculation of holiday pay.

  • if a worker has normal working hours (a specified number of hours per week), holiday pay is based on the remuneration for those hours (Working Time Regulations 1998);
  • if a worker does not have fixed hours, holiday pay is based on average pay for the 12 weeks preceding the holiday (Working Time Regulations 1998) — although recent decisions have indicated that in some cases 12 weeks may not be the appropriate period;
  • pay for guaranteed overtime, which the employer is contractually obliged to provide and the worker is obliged to do, must be included when calculating holiday pay (a court of appeal case in 2004);
  • pay for non-guaranteed paid overtime, which the employer is not obliged to offer but the worker is contractually obliged to do it if it is offered, must be included when calculating holiday pay if it is sufficiently regular (Bear Scotland v Fulton, employment appeal tribunal 2014);
  • pay for voluntary overtime, which the employer is not obliged to offer and the worker is not obliged to do if it is offered, probably needs to be included if it is sufficiently regular, but at the moment the only court decision is in Northern Ireland and does not apply to the rest of the UK (Patterson v Castlereagh Borough Council, NI court of appeal 2015);
  • variable payments only need to be included in the calculation if there is some element of permanence or regularity — so occasional overtime pay or an annual bonus (chance would be a fine thing, in most of the voluntary sector) would not need to be included in the calculation, and regular overtime or commission would need to be, but there is no clarity yet about how regular or frequent the variable payments would need to be in order to form part of normal remuneration, and ultimately it will depend on each particular situation;
  • the additional payments do not need to be included in holiday pay for the eight additional days of statutory annual leave under the working time regulations, or for any days of contractual annual leave;
  • a claim for underpaid holiday pay must be brought within three months from the underpayment, and where the claim is for a series of underpayments, any gap of more than three months between underpayments breaks the series (Bear Scotland v Fulton);
  • for claims on or after 1 July 2015, any claim for a series of underpayments cannot go back more than two years (Deduction from Wages (Limitation) Regulations 2014).