2021-07-31-accounts - Centre For Research And Innovation In Social Policy And Practice

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Centre for Research and Innovation in Social Policy and Practice (CENTRIS) Charity No. 299877 and Company No. 2277906 Annual Report

A review of activities from August 2020 to July 2021

Address for correspondence

Crane House 19 Apex Business Village Annitsford Newcastle NE23 7BF Telephone: 0191 250 1969 Email: barryknight@cranehouse.uk

Introduction

This is the 2020-1 Annual Report of CENTRIS (officially known as the Centre for Innovation in Social Policy and Practice Ltd). This is Charity No. 299877 and Company No. 2277906.

CENTRIS is an independent not-for-profit organisation committed to the identification and development of innovative social policy and practice.

The period reviewed runs from 1 August 2020 to 31 July 2021.

Objects

CENTRIS was established in 1988. Its mission is to support innovative social policy and practice. Its method is to work with partners active in the field to develop solutions to social issues, through a mixture of research and innovatory initiatives.

Its constitution describes charitable objects ‘for the benefit of the public to advance education, to promote the relief of sickness and the preservation of health and to promote the relief of poverty, in particular by promoting research into the role of individual self-awareness, self-development and personal responsibility in these fields, and the dissemination of the useful results of that research’.

Methods

CENTRIS works with partners active in the field to develop solutions to social issues, through a mixture of research and innovatory initiatives. The CENTRIS method develops policy and practice solutions using a combination of theoretical, empirical and evaluative approaches.

A central philosophy is to work closely with the people responsible for implementing solutions.

CENTRIS works both nationally and internationally on a wide range of matters including social services, civil society, economic development, philanthropy, and governance.

Achievements

Since its inception, CENTRIS has completed more than 300 successful projects involving more than 50 different funders, including the Ford Foundation, C.S. Mott Foundation, Bertelsmann Foundation, European Foundation Centre, Charities Aid Foundation South Africa, Commonwealth Foundation, Greater New Orleans Foundation, British Government, British Embassies, British Council, WINGS and many others.

CENTRIS Ltd is an independent not-for-profit organisation committed to the identification and development of innovative social policy and practice. Registered Office: 4 The Terrace, Ovingham, Northumberland, NE42 6AJ. Company Reg. No. 2277906. Charity Reg. No. 299877.

Work programme in 2020-1

In addition to maintaining our work programme during 2020-1, trustees have spent significant time in planning the closure of the charity in 2024.

A key focus has been how to bring the key work programmes - ‘rethinking poverty’, ‘the role of institutional philanthropy’ and ‘community philanthropy’ - to completion in a way that leaves a legacy so that others can take the work forward from a sound platform.

While this report keeps the three strands of work separate, the final years of our work will see them integrated so that we can develop a joined-up narrative of a good society together with an articulated method of how to achieve it.

This report sets out the main items of progress in a year where COVID-19 has continued to disrupt some of our planned activities.

Rethinking Poverty

It is now more than three years since Rethinking Poverty began to compile resources to support the development of a good society without poverty in the UK.

In the past year, the discussion hub has gone from strength to strength. There are three main factors that account for this.

First, our efforts to increase the diversity of authors on the site, in particular by encouraging young people to contribute, is beginning to show results. During the current year, we gave a repeat grant to the Orwell Trust to enable them to run the Orwell Youth Prize. Building on the 2020 theme ‘The future we want’, the theme for the 2021 prize was ‘A new direction: starting small’. The idea behind the title was to encourage young people to think about their relationship to the public sphere and through their everyday life - the objects around them, the people they encounter, and the actions and networks that they believe will improve the world they inhabit. The inspiration behind this framing was George Orwell’s idea that only by paying close attention to what is ‘in front of one’s nose’ could the ordinary citizen equip themselves to resist the barrage of political propaganda they are subjected to and see more clearly what steps were necessary to make the world a better place.

Unfortunately, our other initiative to improve diversity has not been implemented. We intended to award the Janette Kirton Darling prize to people making creative expressions based on their lived experience of poverty. The pandemic has meant that we have been unable to meet physically with people in community groups in Tyne and Wear as we hoped. To compensate for this, we have managed to increase the participation of people with lived experience of poverty by other means. A volunteer completed a set of video interviews and these were posted on the site in October 2020. In addition, the APLE Collective, a group of people who live in poverty, have become

regular contributors. Their first contribution coincided with International Day of the Eradication of. Poverty.

Second the design of the site has been improved by structuring it around the society we want in three dimensions:

The place we want
The business we want
The state we want

A dimension, crosscutting all of these, is how to address the climate crisis.

Third, an external review conducted by Empower has helped to improve readership statistics. While the review concluded that the quality of material on the site was high, it also concluded that the site was not optimized to attract people to the site. A detailed set of recommendations have been implemented as a result.

We judge that we have now identified much of the raw material for the kinds of changes to enable us to thrive in the 21st century. The immense range of the ideas shows that much energy from many quarters is being expended to help us escape from the mess that society is in. How do we organise these ideas? This topic was addressed in an article published on the site in June 2021 called Rethinking poverty: what needs to change?

The article reviews developments in poverty over the past 120 years and concludes that, if new ideas set out on the site are to gain traction, we must recognise that no single person, no single organisation and no single idea will deliver a credible plan for a good society. We need a configuration of people and organisations to deal with the complexity of issues before us. We need to join together matters of the economy, the environment, and society in ways that offer a new way of deciding and doing what really matters to people. A network of different approaches taken by different people and organisations, each connecting with each other through a central thread, is necessary to address complex problems which contain multiple interacting factors that cannot be individually distinguished.

This means that any intervention addresses entire systems, rather than taking a piecemeal approach. This implies an intersectional approach, so that any single intervention is integrated with approaches such as green economics, new ways of doing democracy, people-led public services, community food systems, safety on the streets for women, basic income, community wealth building and other inspirational ideas.

We have revived the idea of a face-to-face meeting in Letchworth. This was originally planned for June 2020 and will now be held in November 2021. A grant was awarded to

the TCPA to help us plan and organise this event. In preparation for this we have written a paper called Practical hope and have been conducting a series of interviews and group discussions over Zoom. In this way, participants will get to know one another and identify issues of common concern so that the face-to-face meeting can be productive when it takes place.

The role of institutional philanthropy

CENTRIS has long had programmes designed to support the effectiveness of philanthropy. For the past 14 years, CENTRIS has supported Philanthropy for Social Justice and Peace. This is a diverse group of people from institutions across the world who provide information and technical assistance to institutions that wish to find new ways to develop their societies. We have run a programme of discussions called ‘Key concepts in philanthropy and development’. Five such webinars were held, and papers published on ‘Sustainability’ and ‘Measuring social change’. We brought participants together for a discussion on ‘A good society’ in Nepal in November 2019.

In 2020-1, we followed this up with further learning circles. One of these, Building Resilience in International Development, has produced much interest and debate. We held two sessions on ‘The beloved community’, which focus on the importance of compassion in relationships. Publications can be seen at http://www.psjp.org/resources/.

The goal is that philanthropy comes to see itself as venture capital for a good society, as opposed to its current practice of working at the edges in small projects that bring benefits at the margin.

We have highlighted this approach in several studies and publications. We conducted a survey with the National Foundation for Civil Society Development to support changemakers in Croatia and held an online training course for such changemakers in January 2021. We have conducted research for the Grantmakers East Forum on the situation facing philanthropy in Central and Eastern Europe and Russia. We have worked with Maitri in Scotland on a survey on what makes for good trusting relationships in funding. We have held discussions with members of Ariadne and published Join up for Justice. We have supported WINGS in a study of Acting together to lift up philanthropy, which offers guidance about how to lift up philanthropy. We have supported the Potanin Foundation to develop its strategic plan. We have begun to write a history of international aid and philanthropy since the Bretton Woods conference of 1944, which will be published n 2022. We have written an article called 25 years of philanthropy, which catalogues the four main trends in the field since 1996.

Community philanthropy

For several years, we have supported the development of community philanthropy, an approach which stresses the importance of communities having their own assets, capacity and trust so that they can become stronger and resilient. Our main partner in this work has been the Global Fund for Community Foundations.

For many years, our efforts remained invisible – as suggested by the title of a publication we co-authored in 2010 called More than the Poor Cousin? The Emergence of Community Foundations as a New Development Paradigm .

In the past five years, however, progress has been remarkable. In December 2016, we helped to organise the Global Summit on Community Philanthropy in Johannesburg and co-edited a Special Issue of Alliance Magazine called The Rise of Community Philanthropy: #ShiftThePower . In our lead article for this issue, we coined the use of ‘durable development’, which means that unless local people take the lead in their solutions, no amount of development assistance will lead to sustainable results.

Since then, the term ‘durable development’ has become part of a movement in which Africans throw off their dependency on aid and was used as the leitmotif of the 20th anniversary of the Kenya Community Development Foundation. We helped to support the Global Alliance in Community Philanthropy, a coalition of major donors working to ensure that more of development aid is placed into the hands of local organisations. In 2019 we wrote this process up and published it. We also helped to organise a symposium in London to disseminate the results of the work.

An outstanding issue is how to measure the effectiveness of the approach. Since 2018, we have been working on the topic with the Foundation Center (now renamed Candid) in New York to devise how a new approach could be applied across the world. Meetings to develop the approach were held in New York, Nepal, Washington, British Colombia, Moscow, Oaxaca and London. A consultation paper called ‘Measuring what matters’ was published in October 2020. Based on a review by 130 civil society activists about how they would like their work to be measured, the results suggest new ways of conducting monitoring and evaluation.

The process has had considerable influence. The approach is being used as part of a €28m Dutch Ministry funded project called ‘Giving for Change’ and has attracted the attention of people from the American Evaluation Society who want to collaborate to see how the approach can be applied more widely. A publication called Assets, Capacity, Trust reports on the application of the method to community foundations in Russia. There is interest in setting up a community of practice to develop the learning further. Online workshops have been held in Brazil and one is planned in Russia for October 2021. In a poll held by Alliance magazine in the summer of 2021, community philanthropy was voted by readers as the most exciting development in philanthropy.

Structure and operations

The effectiveness of CENTRIS depends on an energetic group of associates, and volunteers, combined with extensive use of modern technology, and oversight from a skilled group of trustees:

Roy Evans (Chair)

Andrew Webster
Helene Turner

Barry Knight is Secretary to the Trustees, Mike Clark provides assistance, support and administration services. Kevin Briggs is currently appointed as auditor.

Finance

The audited accounts for 2020 - 2021 show that CENTRIS remains in a healthy financial position. Reserves stood at £451,704 the end of the financial year on 31 July 2021. £392,195 being ‘unrestricted’ £59,509 being ‘restricted’. Funds in the current account address immediate cash flow requirements, the balance is in an interest-bearing deposit account.

Summary of accounts 2020 - 2021 (year ending 31[st] July 2021)

Income	£	Expenditure	£
Grants	61025	Exchange Rate gains	0
Investment	-109	Project Costs	114056
Fees,sales etc.	26794	Administration	16424
Donation	500	Office costs	9213
		Accommodation	20598
		Sundry	35

Totals	88210		160326
Balance Sheet
Tangible Fixed Assets	4291
Net Current Assets	447413
Net Assets	451704

Trustees’ policy is to have a level of resources sufficient for effective financial management, generally regarded as having sufficient money to cover expenditure for one-year’s work in advance. Trustees have decided to reduce the reserves in the coming years, with a view to spending down all resources by 2024.

Plans

At their meeting in October 2020, trustees reviewed progress and decided to develop these strands of work further by:

Expanding Rethinking Poverty – investing in the site to ensure that it is sustainable

Giving partnership grants for charities to work on themes associated with our objectives
Conducting population surveys on the topics that matter to us in partnership with YouGov
Investigating how to generate trust – what helps and hinders cooperation

Trustees developed these plans at three subsequent meetings (in January, March and April 2021) during the year and refined the plans which were implemented from May 2021. Progress will be reviewed at the first trustees meeting of 2021-2 on 30[th] September 2021

Risks and resources

CENTRIS will continue to be based in its current premises, Crane House.

CENTRIS minimises risk by using an ongoing review system. The system is IT based and has comprehensive features that alert users to up and coming issues, reviews dates, logs events and assists in the planning process. Continuous planning and budgeting coupled with regular reporting provides a detailed overview and appraisal of progress achieved. Finance and contract files are reviewed monthly.

The trustees conducted a full review risks at their meeting in October 2020. Potential risks identified included the issue of political bias and libel, given that our discussion hub is open to people from outside the organization. Having a competent and highly experienced editor of the site mitigates these risks, and trustees regularly review material on the hub to scrutinize contributions.

Trustees considered the risk of an organization funded by Centris becoming insolvent. This risk has increased because of the difficulties raising money in the current pandemic. Our procedures take account of the financial health of any organization that we fund. We scrutinize the latest annual report and ask questions about finances during the application procedure. While it is not possible to mitigate this risk fully, our financial contributions tend to form a small proportion of our grantee partners’ budgets.

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