More children are in care in poorer neighbourhoods - are you saying poor people are worse parents? Expand No. Parents in poverty can be just as caring and supportive as wealthier parents (and of course children in better off families can suffer adverse experiences too). It's the extra pressures on poorer parents that make it more likely that problems will occur and relationships will break down - debt, bad housing conditions, insecure tenancies and precarious employment to mention just a few. The relationship between disadvantage and children needing more help and protection is complex, and explored by the Joseph Rowntree Foundation and Coventry University's Child Welfare Inequalities Project.
Noori Piperdy, Policy Officer, Clinks Expand Noori is a co-opted board member, after recently completing a successful internship at Children England in Policy and Communications. She is also a final year Politics and International Relations student at Queen Mary University of London and volunteers at 2020Change, a youth empowerment organisation. During her internship at Children England, Noori worked very closely on the ChildFair State Inquiry, which will help to inform the next Children England strategy. In addition, Noori is very supportive of our other initiatives such as Open to All and ChildrenatHeart. Noori is particularly interested in social issues, especially regarding youth justice reform and the state’s current failure to rehabilitate offenders efficiently, as well as equal treatment for children in education regardless of cultural heritage or economic background. In her spare time, Noori is invested in sport and fitness and plays netball, loves to cook and spends time with her nieces and nephews. Noori hopes to inspire by bringing a young and diverse voice to the charity sector and is looking forward to helping implement Children England’s new strategy in 2021.
Norma Hornby, Youth Worker I got more out of my studies by starting in direct delivery Expand Firstly I worked with young people in the voluntary sector from the age of 18, on a part time basis because I was studying science through a day release scheme and working in a laboratory. Gradually my enthusiasm for youth work took over: I worked on a full time basis and didn’t take my professional qualifications for another fifteen years. Looking back, I got so much out of my studies because I had that background in direct delivery. Evidenced based portfolios compensated for fewer GCSEs and A levels For the past twenty years or more I have focussed on enabling young people to progress through the same route, from full engagement in decision making, planning and delivery to young leaders, volunteers, sessional workers and then full time workers: some who demonstrated the aptitude for academic study became graduates and often their very varied and evidenced based portfolios compensated for fewer GCSEs and A levels. Equal partners in a youth-led youth project From 2001 onwards I was fortunate enough to be able to involve local young people in restructuring a local charity – a youth worker’s dream because we were equal partners in this process. Ten young people who were thirteen years old at that time secured a Children Fund Grant and they consulted their peers before developing a highly exciting youth led social inclusion project. Those young people really pushed the boundaries out in terms of innovation in youth work. The same progression route worked for them also and for the next thirteen years those young people nurtured the next two tranches of younger youth workers. This experience confirmed for me that young people have the capacity and the commitment to deliver high quality youth work providing they have access to training and good supervision. Despite that fact that each of these young people lived in a deprived community and their school was placed in special measures, each one has achieved a good career and seven out of ten did graduate as teachers or in youth work-related fields. Young people can and will change the face of youth work I believe that young people can be highly skilled practitioners, providing the charity has one professionally qualified youth worker to ensure that their learning and personal development is of the highest possible standard. Initially that person should ensure the resources are available so that young youth workers can maximize their contact time with young people. As long as all young people have a progression route and they are respected and valued by more mature staff and trustees. Young people can and will change the face of youth work. However they must be paid a fair wage and have access to all in service training in localities: the real skill of the graduate worker has always been to facilitate and enable, so nothing new really. We need both graduates and non-graduates So, for exciting, responsive to local need and empathetic youth work delivery, give me young people any day: for vision, compassion and willingness to work evenings weekends and at peak holiday times, younger staff are very often the most likely to deliver. However there is still an important role for the graduate youth worker because monitoring, outcome measurement, evaluative reports and bid writing are needed to keep the charity functions and sustainable, so don’t throw the baby out with the bath water.
Norman Goodwin CBE, CEO, Adoption Matters Expand Norman is a qualified social worker whose career in social work began in 1979 with Clwyd County Council before moving to Cheshire County Council. Norman joined voluntary adoption agency Adoption Matters in 1985, initially as a team manager moving up to Chief Executive in 1992. Since then, alongside leading the agency through significant growth and success, Norman has tirelessly campaigned to raise the profile of adoption and the status of the Voluntary/Independent Adoption sector. His involvement in a number of key national initiatives and working groups on adoption includes: - Tim Loughton’s Ministerial Advisory Group the Conservative Party Review of Adoption working party - the Adoption Stakeholder Group - the Prime Minister’s Expert Working Group on Adoption - and the Adoption Implementation Group which became the Adoption and Special Guardianship Leadership Board - an executive member and twice chair of CVAA, helping to drive developments and policy, such as the equalising of the Inter-agency fee - Formerly a member of the Board of Trustees of the British Association Adoption and Fostering (BAAF). - Contributing to several publications including: Barriers to Adoption? Variations In The Use of Adoption By Local Authorities; When Two Become One – A Guide To Merger For Voluntary Sector Organisations Working With Children And Families and No Place Like Home: Improving Adoption Services. He oversaw the successful merger between Adoption Matters and Blackburn Diocesan Adoption Agency and DFW Adoption. He now sits on the Boards of a number of Regional Adoption Agencies. He was awarded: - a CBE awarded in the 2015 Queen’s Birthday Honours for, ‘recognition of his outstanding contribution and distinguished service to adoption services and the family’; and - an Honorary Degree from the University of Chester in 2012 in recognition of his outstanding contribution to social work, adoption services and the family.
Patricia Durr, Chief Executive, ECPAT UK Expand Patricia Durr is Chief Executive Officer at Every Child Protected Against Trafficking (ECPAT UK). Patricia has over 25 years’ public service in the social justice, safeguarding and child rights sectors, leading high profile rights-based campaigning, advocacy and policy work. Patricia has particular expertise in trauma-informed and rights based approaches to social change, most recently at the charity One Small Thing, driving change in the justice system. Prior to One Small Thing, Patricia worked on the investigation into the Anglican Church by the Independent Inquiry into Child Sexual Abuse. She has also managed safeguarding boards for the London borough of Haringey and has led external affairs for equality and diversity charity METRO and The Children’s Society where she led a number of coalitions working to secure legislative change including The Children Act 2004.
Reece Dixon, Finance Manager, Young Lambeth Co-operative Expand After taking part in training with Leap Confronting Conflict, Reece started volunteering for the charity in 2012, supporting their financial administration. He excelled as a volunteer and was offered a position as their Finance and Operations Assistant. He gained qualifications and progressed to become their Finance Officer. Reece has now joined Young Lambeth Co-op as their Finance Manager. What motivated you to look for a job in the charity sector in the first place? I gained 6 months voluntary experience in the sector and was offered a 1 year apprenticeship on the back of it. I wanted to get involved in the sector to gain experience, develop skills and expertise in accounting and financial management but also I had the belief that it was this sector that addressed some key issues affecting young people. Finally, by becoming employed I was able to provide my son with some stability that I craved for him. Any specific reasons for not doing a degree? After getting kicked out of Richmond upon Thames College in 2009, formal education didn't feel like it was for me. It was solely my fault as to why I was excluded, however this contributed to the feeling that the education system just wasn’t for me. In addition, the costs of going to uni were a deterrent, as was the fact that I knew people who had been and still did not secure jobs afterwards. What was your first job and what did you bring to it / how did you get it? My first job was as the Finance and Office Assistant at Leap Confronting Conflict. I was interviewed for the role after I had volunteered for 6 months. My voluntary experience aided the opportunity and without it, I wouldn't have had the knowledge, skills and experience to take it on. I brought a 'freshness' to the organisation, a youthfulness and knowledge and experience of key social issues affecting young people. I was also able to work with people at all levels of the organisation. I bought a passion for improving the life chances of the disadvantaged young people and acting as a role model for them. Any particular milestones, successes etc along the way to where you are now? I have attained AAT Level 2 & 3 in the years I worked at Leap. Some key success were leading on the annual audit, leading on compliance reviews, migrating all payroll data to a new supplier, migration of data and implementation of a new I.T system, co-ordination of interviews and supporting the recruitment process. As a result of these successes and experiences I have started a new role as the Finance Manager of Young Lambeth Co-op. What would you say to someone hoping for a job in the sector who doesn’t have a degree, and what do you look for when recruiting, training, supporting staff? To someone hoping to find a job in the sector without a degree I would say not to let it deter them. I have managed to make great career progress without a degree and you can do the same. It demonstrates that a degree isn’t essential in an individual being able to do a particular role competently. It’s all down to the individual and the organisation. How much is the individual prepared to develop knowledge and ‘know-how’ in a particular field and how much support, resources and guidance is an organisation prepared to invest in someone. I would say that I've seen people with degrees lack practical experience and know-how and I’ve seen people without degrees excel. I believe that my journey with Leap is the epitome of what organisations can achieve in conjunction with young people if young people are given opportunities, meaningful roles and provided with the required resources to enable them to flourish in the workplace. Obviously, there’s an onus on the individual to do their part as well. Whilst I wouldn't try to convince anyone that university was the wrong road to take, (as I believe strongly in continuing personal/professional development), I would emphasise that gaining practical experience is as important if not more – particularly in the voluntary sector. From my experience, when recruiting staff I pay particular attention to the applicant’s skills and experience to date, their passion and how they communicate this. In terms of training and supporting staff I would hope to identify any key skills gaps that, if addressed, would increase someone’s knowledge and experience to enable them to develop, but also improve the organisation’s efficiency and impact.
Rita Waters, Chief Executive, National Youth Advocacy Service Expand Rita Waters is currently the Chief Executive of NYAS (National Youth Advocacy Service). NYAS is a national charity, supporting and protecting the rights of children in care, on the fringes of care or care leavers to have their voices heard when decisions are being made about their lives. Under Rita’s direction are a team of over 800 people including staff, self-employed contractors and volunteers, all of whom make a difference to children’s lives on a daily basis. Rita is proud to be the Chief Exec, leading NYAS to deliver better outcomes and life chances for children in care and champions the rights of the child to have their voices heard when key decisions are being made about their future. Rita has been a Chief Executive for over 15 years in both the private and third sector, as well as holding senior leadership roles in the public sector. She is a highly skilled business regeneration expert with significant experience of working with the private sector, identifying and delivering major investment opportunities. She is also highly experienced in developing business and strengthening the third sector. Rita has extensive experience in public sector bid writing, fundraising and leading and contributing to multi-agency teams and projects. Prior to NYAS Rita has worked across the early years sector, youth and adult training providers and charities offering business, financial and marketing support in order to create and maintain sustainable businesses. Rita is trained in accountancy and holds an honours degree in Business and a post-grad in Management and Leadership. Rita is an established Board member and contributor to many Boards and organisations as well as Company Secretary and advisor to Boards. In 2019 Rita was awarded the Merseyside Business Leader of the Year at the Merseyside Woman of the Year awards. This was awarded on behalf of the Chief Exec of the Institute of Directors. Rita lives on the Wirral and travels extensively throughout the UK, sitting on Boards and representing NYAS in Westminster and on various other platforms.
Ross Hendry, CEO, Spurgeons Expand Ross joined Spurgeons as Chief Executive in 2014, following his role as Deputy Chief Executive at the Office of the Children’s Commissioner. He first entered the children’s charity sector when he became Head of Policy for Action for Children. Ross has worked extensively in policy and previously held key roles at the London School of Economics, the Association of London Government and UNISON and is a previous Chair of the Anti Bullying Alliance. He is currently a Trustee of Children England, a voluntary sector representative body. Ross now leads Spurgeons, a Christian children’s charity that has been helping give vulnerable and disadvantaged families across England a better present and hope filled future since 1867. In his spare time, Ross is an active member of his Church and enjoys cooking and most sports, particularly rugby.
Shadim Hussain, CEO, My Foster Family Expand After graduating from Bradford University School of Management in 2001 Shadim spent 15 years working in industry and cofounded an international fashion distribution and ecommerce business. After seeing the plight of Unaccompanied Asylum-Seeking (UASC) and refugee children, he felt compelled to use his skills, knowledge and networks to improve outcomes for these young people and in 2016 made the move to the third sector. Shadim is CEO of My Foster Family, a community interest company he founded in 2019, and he successively launched My Adoption Family, a faith-sensitive and diverse fostering and adoption recruitment and training organisation that supports agencies to find the best placements to meet the needs of children coming into care. He spearheaded the much-acclaimed Muslim Fostering Project, achieving positive change for UASC and Muslim children living in care. The work was acknowledged in two government reports as innovative at supporting under-represented groups and communities: Department of Education and Home Office - Safeguarding Strategy Unaccompanied Asylum Seeking and Refugee Children- 2017 Department of Education - Fostering Better Outcomes Report- 2018 He is involved in key national working groups on adoption and sits on boards of community organisations in his home city Bradford in West Yorkshire: National Adoption Recruitment Steering Group Adoption & Special Guardianship Leadership Board Racial Disparity Task Group Bradford Foundation Trust Race Equality Network Shadim is married with four daughters and a keen cyclist, often taking part in charity bike rides. He is passionate about social issues and hopes to ensure the voices of ethnic minority and faith communities are represented and empowered to influence policy through active participation in key civil society organisations.