BeyondMe by Prospectus

Treasurer and Trustee Appointment Brief January 2016

Introduction

With the right engagement and encouragement, we believe professionals at the start of their career can be tomorrow’s generous business leaders, playing an active role in tackling causes they care about. We were inspired to found BeyondMe because of the limited opportunities we, as millennials working in the City, encountered to give in a meaningful manner. We donated to friends’ charity challenges but found we wanted the opportunity to engage beyond this. We wanted to build a connection with and deeper understanding of causes important to us. By seeking this out, we believe we - and others like us - could tap into our full capabilities and have a greater commitment to a cause. By pooling our resources together, we believed we could make a greater difference to the charities we supported, and in turn the people or problems they address. BeyondMe, then called Young Philanthropy, launched in 2011 to bring together friends and colleagues who were willing to give their time, skills and money over a period of time to a charity of their choice. We soon recognised that there was a huge appetite for this, and so we spearheaded the movement that would become BeyondMe today.

Over the last four years BeyondMe has been working to unlock this potential. We’ve built strong partnerships with leading businesses and innovative charities, and in the process we’re sowing the seeds for more trusting, lasting bonds. We have also convened our network with engaging and inspiring keynote speakers, such as Business in the Community Vice President Dame Julia Cleverdon DCVO CBE, Rolls-Royce Chairman Ian Davis and McKinsey & Company UK & Ireland Managing Partner Vivian Hunt. Our success has also meant we’ve won awards, including the JP Morgan Beacon Award for City Philanthropy and the Financial News’ Extra Mile 40. As Co-chairs, and Co-founders, we’re immensely proud of BeyondMe’s remarkable growth and the potential moving forward. In 2015, with the appointment of a new Chief Executive, we have articulated our five-year strategy that will see us reshape the way in which professionals all over the UK decide to make a greater difference and impact in the world. We also aim to grow and develop BeyondMe’s governance in partnership with its leadership so that more professionals and businesses ask themselves: How can I go beyond what I am today to improve the world beyond me? Michael Harris and Adam Pike Co-chairs BeyondMe

BeyondMe | January 2016

About Us BeyondMe is a growing movement in which professionals, businesses and charities join together to make a meaningful impact on the world beyond them. BeyondMe motivates and mobilises professionals –

mainly millennials - to form teams in their businesses and pool their resources to help tackle charity projects on BeyondMe’s portfolio. A BeyondMe team is made up of seven young professionals who join together and donate their time, skills and money to a charity project for one year, with matched funding and mentoring support from a senior leader in their business and their employer. A team donates on average £3,000 and 150 volunteer hours a year to a charity they’ve chosen from BeyondMe’s portfolio. BeyondMe has built a portfolio of commercially minded charities and social enterprises who require the skills and expertise of professionals and who wish to build long-term relationships with donors. BeyondMe currently has over 80 innovative charities on its portfolio: https://beyondme.org/projects/ BeyondMe’s digital platform is a truly unique mechanism enabling professionals, businesses and charities to connect and work together to give back to society in a more meaningful way. The platform is designed with the millennial-user in mind, hence is intuitive, collaborative and measures progress of team activity. Since launching in 2011, BeyondMe has created over 119 teams across 18 businesses donating over £210,000 and 12,000 hours of business skills to the social sector. It has established five corporate partnerships with Allen & Overy, Deloitte, EY, KPMG and PwC. These leading organisations offer BeyondMe to their staff because they recognise that it complements their talent development and corporate responsibility initiatives.

BeyondMe teams have also piloted at other major businesses including CBRE, Civil Service, Goldman Sachs, JLL, Linklaters, Lloyds, L’Oreal and Taylor Wessing. In four years BeyondMe has had a substantial impact on changing behaviours to giving among the young professionals engaged on its programme. A 2015 survey of its members found that 73% said they had developed or solidified a long-term commitment to giving and volunteering through BeyondMe, strongly suggesting that the BeyondMe model is changing attitudes and behaviours towards giving. See full survey findings: The Generosity-Profit Logic Report BeyondMe teams are also delivering impact for the charities they support. For example, a team from PwC delivered recommendations to scale-up and an impact framework to Trees for Cities. Another team at Lloyds Banking Group developed an expansion strategy for Grief Encounter and helped the charity secure a large value contract. A team from L’Oreal supported City Year UK at their school breakfast clubs and mentoring programmes. To see BeyondMe teams in action, please visit: https://beyondme.org/teams/ BeyondMe has won prestigious awards, been profiled in the media (see page 42 of City AM’s recent giving special edition) and doubled in size in 2015. It has ambitious growth plans for 2016 and beyond to work with more leading employers, launch more teams and ultimately deliver greater social value to charities and social enterprises.

BeyondMe | January 2016

About Us Strategy Ultimately, BeyondMe enables professionals to realise the full potential of being generous and leading by example, today and in the future. In turn, we want charities and social enterprises to be able to efficiently benefit from this growing movement of individuals and businesses. BeyondMe has crafted a five-year strategy to 2020. The primary goals of the strategy will be to generate greater value for the social sector by increasing the number of professionals participating in BeyondMe teams and by increasing the quality of the partnerships formed between the BeyondMe teams and charities in its portfolio. In addition, the strategy will reflect that BeyondMe will continue to strive to be a genuinely peer-led community of professionals across the private, public and social sectors that seek to embody principles of good giving and effective volunteerism. As a result, the key operational priorities for 2016-17 will focus on the following areas: • Achieving a sustainable income mix (e.g. philanthropic, corporate and exploring other sources) through systematic and strategic business development and fundraising activities • Enabling higher-quality and more-efficient partnerships to be made between BeyondMe teams and BeyondMe portfolio charities • Creating a first-class programme and digital platform for professionals from across sectors to experience in order be a nationally recognised leader in philanthropic leadership

• Consolidating one of the largest professional communities of millennials, senior business leaders and charity leaders with an enduring commitment to inspiring greater generosity and leadership. By 2020 we hope to be positioned as the first choice for professionals, charities and businesses seeking to have a social impact by meaningfully engaging people to give time, skills and money to important causes.

Governance BeyondMe is governed by a Board of Trustees and led by a Chief Executive. It is vital BeyondMe’s governance evolves in order to equip its Chief Executive with greater guidance and support to fulfil its ambitious goals, to ensure BeyondMe complies with all laws and regulations, accounts for organisation’s performance and drives continual operational improvement. Above all, the Board of Trustees, currently led by two Co-chairs, develops and conserves the organisation’s funds and infrastructure in order to carry out its mission effectively. The Board is currently three-strong and meets four times a year for Board meetings and once for a strategy away day. Advisory groups and committees may evolve in 2016-17 to complement the experience and skills at the Board level, and may include focuses on finance, business development, stakeholder engagement and impact measurement. BeyondMe’s legal status is a company limited by guarantee and a charitable incorporated organisation. It has a wholly owned trading subsidiary, BeyondMe Trading Ltd.

BeyondMe | January 2016

About Us Financial Growth BeyondMe has to date had two primary sources of income for its activities: philanthropic grants from City Bridge Trust, Nesta’s Innovation in Giving Fund and Pears Foundation; and philanthropic donations and BeyondMe service contracts with corporate partners. In 2014, BeyondMe received income of £335,984 and ended the year with reserves of £121,740. The latest public annual accounts also show an organisation in transition, where the main source of income is projected to be from corporate sources in 2016. To this end, the organisation has secured multi-year funding with a set of its corporate partnerships, which has allowed it to plan for cost-based activities and build unrestricted reserves equivalent to over six month’s expenditure. In addition, the BeyondMe funding pipeline is actively cultivated, with the aim of exceeding a £250,000-income target from corporate partnerships in 2016 and with a view to grow beyond that in 2017.

BeyondMe is a growing movement.

BeyondMe Bootcamp - inspiring and preparing young professionals to start a BeyondMe team.

BeyondMe | January 2016

Role Profile

The track record of this young organisation suggests potential for scaled impact that will engage more professionals and businesses to support important causes. BeyondMe is looking for new appointments to its Board of Trustees in order to guide the organisation through the next stage of its exciting development. It is looking for the right combination of experience, skills, values and commitment in its Trustees to support the organisation’s future growth.

To achieve better results, acting together, the Board of Trustees will govern the organisation in order to:

• Contribute specific professional skills and expertise as required

• Ensure that the charity complies with charity law and its obligations

• Review the Board’s own performance periodically and build an effective, high-performing team culture

• Determine the purpose of the organisation and work with Chief Executive to set broad strategy to carry out that purpose effectively

• Embody BeyondMe values of collaboration, optimism, generosity and leadership and act at all times with honesty and integrity.

• Develop and safeguard the organisation’s resources

Appointments will be on a pro bono basis. Reasonable travel expenses directly incurred in role, as Trustee on official business, will be reimbursed.

• Account for and continually drive improvements in the organisation’s performance • Ensure effective risk identification and management process • Galvanise support for its mission within the wider community and their own network, and act as an ambassador for its mission

Trustees are appointed by open recruitment on threeyear terms, renewable once and, in exceptional circumstances, twice. Each Trustee is expected to attend as many Board of Trustee meetings a year as possible. Meetings take place in central London.

BeyondMe | January 2016

Role Profile Specific requirements Today, BeyondMe is seeking to appoint two new members to its Board of Trustees; a Treasurer and a Lay Trustee.

Treasurer Over and above the general requirements, the Treasurer will work with the Co-chairs and the Chief Executive to: • Present financial reports to the Board in a format that helps colleagues understand the charity’s financial position • Advise the Board on how to carry out its financial responsibilities • Oversee the preparation and scrutiny of annual accounts, often liaising with professional advisors • Be assured that the financial resources of the organisation meet its present and future needs • Advise on the financial implications of the organisation’s strategic plan • Ensure the organisation has appropriate accounting policies in place, including investment and reserve policies • Understand the nature and specific requirements of voluntary-sector organisations and social enterprises (previous experience as a charity trustee is desirable). Time commitment The estimated time commitment for a Treasurer is 2 days per month. This includes two-hour quarterly Board meetings; annual away day (half-day or fullday, depending); 1 day per quarter involved with Chief Executive on financial management; additional time as required to develop good understanding of BeyondMe and its activities, reading papers and undertaking other preparatory work for meetings; attending events or training as needed.

Panel of thought leaders from business, government and social sector talking at a BeyondMe event.

Lay Trustee In addition to general responsibilities, a Lay Trustee will: • Be adept at identifying and advising strategies that drive growth, efficiency and effectiveness • Considerable experience in one or several areas, such as human resources, talent development, employee engagement, citizenship or social leadership • Experience advising or working with commercially minded social enterprises desirable but not essential • Bring commercial experience to the Board. Time commitment The estimated time commitment for a Lay Trustee is 1-2 days per month. This includes two-hour quarterly Board meetings; annual away day (half-day or full-day, depending); additional time as required to develop good understanding of BeyondMe and its activities, reading papers and undertaking other preparatory work for meetings; attending events or training as needed.

BeyondMe | January 2016

How to Apply

Networking between two BeyondMe volunteer professionals

To apply in confidence to become a Treasurer or a Lay Trustee for BeyondMe, please forward your CV or an extended biography together with a short supporting statement and a list of any directorships or trusteeships that you currently hold. Please ensure that your application fully addresses the requirements for the post. You should give the names, positions, organisations and telephone contact numbers of two referees, relevant to this role. References will only be taken once your express permission has been granted. You are also invited to complete and return the enclosed monitoring form. The information on the form will be treated as confidential, and used for statistical purposes. The form will not be treated as part of your application. We would also be grateful if you could let us know if you will require any special provision as a result of any disability should you be called for interview.

Timetable Published closing date: 15th February Final panel interviews: w/c 22nd February These dates may be subject to change and candidates will be advised in advance should this happen.

Recruitment Process You will receive feedback within five working days of the closing date. If you have any questions on any aspect of the appointment process, need additional information or wish to have an informal discussion, please contact Lottie Wihl on 020 7400 6373 or via email at lottie.wihl@prospect-us.co.uk

Finally please ensure that you have included mobile, work and home telephone numbers, as well as any dates when you will not be available or might have difficulty with the indicative timetable. Applications should be submitted via the Prospectus website: http://prospect-us.co.uk/jobs/details/hq00163368

BeyondMe | January 2016

Prospectus Ltd 20-22 Stukeley Street London, WC2B 5LR

Created by the Prospectus Advertising & Design team