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APPOINTMENT BRIEFChief ExecutiveJuly 2015
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LETTER FROM THE CHAIRMAN
Thank you for your interest in the post of
Chief Executive at Help Musicians UK.
This is an extremely exciting time for our charity
and we are looking for an energetic, experienced
leader to spearhead the next stage in our
development. 2014 was a thrilling year us as we
changed our name to become Help Musicians
UK and refreshed the way we look and feel. The
success of the rebranding has had a significant
positive effect on our collective self-confidence.
We have developed clear and decisive messages
about the work of our charity, helping musicians
at all stages of their professional lives. Since
1921, we’ve helped thousands of musicians
establish themselves in the music business,
overcome a serious crisis, cope with long term
difficulties and enjoy retirement. As well as
providing advice and guidance, we give financial
and emotional support. For many, we are a
lifeline.
Besides this core work - being here for individual
musicians and being sensitive to their needs –
we are working to create new services which
will focus on what the 70,000 musicians in the
UK need to survive and thrive in the music
profession. We are energetically focussing on
questions of health and wellbeing that are
directly pertinent to all musicians. For example,
the effect of hearing loss caused by working
in a necessarily noisy workplace, wear and tear
on the body caused by long-term, dexterous
repetitive activity, as well as issues connected
to mental health with specific reference to
performance anxiety. We are also going to
explore issues connected with retirement
and later life.
We impacted directly on the lives of 2,505
musicians last year and helped many thousands
more who came to us for information and
guidance, but we are committed to reaching
more musicians and supporters in the coming
years. We are working hard to expand our
programme of services by listening to and
consulting with musicians, so that their needs
are at the heart of everything we do.
Being a musician can be one of the best jobs
in the world. But a career in music is not all
about performances and ovations - indeed
very far from it. From one day to the next, the
music can stop, whether that’s due to physical
or psychological health problems or a life crisis.
That’s why our work is so vital.
At Help Musicians UK you will be guaranteed an
exciting, challenging and rewarding experience
with a growing, progressive and forward thinking
organisation. In this pack and on our web site
you will find more information about the role,
our work and our plans for the future.
We look forward to hearing from you.
Graham Sheffield
Chairman
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ABOUT US
OUR HISTORYIn 1921 English tenor Gervase Elwes died tragically in a railway accident in Boston, USA.
Throughout his life, he had shown compassion and
kindness to musicians and composers, counting Ralph
Vaughan Williams and Edward Elgar as his friends. Following
his death, his friends set up a fund for musicians in his name
and in 1930 this became the Musicians Benevolent Fund.
In 2014, we adopted the name Help Musicians UK to
bring our message to an even wider range of musicians
and supporters. We are proud to continue the tradition of
compassion and kindness upon which we were founded.
In 2014, the charity spent £3.3m improving the lives of
2,505 musicians.
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WHY WE EXISTIt is widely recognised that the music industry has changed
significantly over recent years and it is likely to continue
to do so. The way the public now accesses music digitally
and the way the record industry is responding, changing
their business models to respond to a lack of control
over royalties and subsequent fall in revenues, is putting
increasing pressure on artists - quite often for short term
success. This, coupled with national arts funding austerity
means that musicians are finding it increasingly difficult to
make ends meet and dedicate their lives to their chosen
profession.
In addition, anti social working hours, often away from
home, a freelance lifestyle and consistently performing at
the highest level can take its toll emotionally and physically.
Considering a large percentage of musicians earn less
than £20,000 a year and, because of the insecure pattern
of work and financial rewards, many are unlikely to be
able to afford to pay into a pension. This means that many
musicians will have nothing to fall back on when injury or
illness strikes or when they enter later life.
OUR VISION & MISSIONOur vision is that all professional musicians in the UK know
about us and know that we’ll always be here for them.
We are here to encourage, support, advise and look after
professional musicians from the point of entering the
profession through to retirement and beyond.
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ABOUT US
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OUR VALUESWe ensure that we deliver our services in a way that is consistent with our philosophy:
• We care for musicians at all stages of their lives
• We champion musicians and highlight the challenges they face
• The help we offer is individual-centred, holistic and caring
• We provide musicians with the ability to make informed choices
• We work alongside other organisations in partnership to strengthen our services
• We listen, learn and adapt with the aim of getting better at what we do
• Excellence is our watchword
• We value diversity and respect equality
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WHAT WE DO
TALENT PROGRAMMEIt’s hard to get started as a musician. Training is time-
consuming and expensive and there’s intense competition
for those all-important opportunities that open up a career.
In an ever-changing music industry we are determined to
help talent succeed without facing impossible financial
barriers.
We want to see a thriving musical culture in the UK and
will continue to play our part in supporting upcoming
musicians to ensure the vitality and diversity of the
profession is sustained.
We invest more than £600,000 a year in helping
emerging artists. Our help is delivered in two main ways:
• Tailoredschemesofferingfundingdirectlyto
individuals and groups
• Developmentopportunitiesofferedbypartner
organisations, funded or part-funded by Help
Musicians UK
WORKING AND RETIRED MUSICIANSWe know that being a professional musician is tough.
When things go wrong, money worries can quickly mount
up. We provide help for people in a crisis, facing a long-term
illness or disability, or coping with retirement. Our help is
delivered through various programmes including:
• Helpinacrisis–Weprovidefinancialsupport,visit
musicians at home to assess their needs and offer advice
on welfare rights. We also have a partnership with the
British Association of Performing Arts Medicine, who
can assess and advise on treatment and specialist health
practitioners for any physical or psychological health
problems
• Helpwithlongtermillness-Werecognisethestrains
that long-term illness and disability can place on
musicians so provide specialist advice and support to
help improve quality of life, support to continue working
as a musician or support to retrain to change career
• Helpinretirement-Ourworkistargetedatpeople
who cannot afford an adequate standard of living, have
unexpected needs, or who are ill. We aim to help them
live an independent life and enjoy a decent standard of
living. This often involves financial help through a regular
quarterly payment, or help with sudden unexpected
expenses. We have volunteers who do a wonderful job
visiting older musicians to provide companionship and
support. Where appropriate, we may also supplement
our regular support with additional help such as respite
breaks (for the older person and/or their carer) and help
with mobility or domestic aids and adaptations
• Terminalillness&bereavement-Weareherefor
musicians right up until the end of life. For those facing
terminal illness we do everything we can to support
them in their final days, as well as helping families and
carers at such a difficult time. Our response is tailored
to every individual case, but can include making
arrangements to make the musician’s last days more
comfortable; helping to resolve a financial or other
problem that is causing them distress or helping with
a particular thing they want to do before they die –
such as visiting a relative, making a final recording,
or making a special journey
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4
2014
MUSICIANS TO GAIN ACCESS TO SPECIALIST HEALTH SUPPORT.
EMERGING PROFESSIONALS DEVELOP THEIR CAREERS
MUSIC STUDENTS WITH THE COSTS OF ADVANCED TRAINING
MUSICIANS WITH LONG-TERM ILLNESS 750
EMERGING MUSICIANS ACCESS OPPORTUNITIES THROUGH OUR PARTNERS
400MUSICIANS THROUGH A CRISIS
374MUSICIANS IN LATER LIFE
538
147MUSIC STUDENTS WITH MEDICAL HELP
124
101
71
IN 2014, WE SPENT £3.3M CHANGING THE LIVES AND CAREERS OF 2,505 MUSICIANS.WE HELPED:
WHAT WE DO
THE DIFFERENCE WE MAKE
ADVICE SERVICESWe have been growing our advice services so
that we can provide more comprehensive help
to complement our grant making. Our Advice
Services cover:
• HealthandWellbeing–Adviceonstayingwell
and getting treatment for illness, accident or
physicalormentalperformanceproblems
• FundingandCareers–Financeadviceand
other aspects of starting out as a professional
• HelpwithMoney–Adviceondealingwith
debt,gettingbenefitsandmanagingmoney
• Musician’sServices–Informationabout
professional bodies and other charities that
help musicians
• Housing–Adviceonfindingandpayingfor
housing
• HelpforOlderMusicians–Adviceonstaying
safe, keeping warm and specialist agencies
that support older people
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MOVING FORWARDS
Duetonaturalmusiciandemographics,ourworkhaslargely
focused on London and the South East. However, our vision
is that ALL professional musicians in the UK (circa 70,000)
will know about our work and have the opportunity to
access our support and advice. With this in mind we are
looking to evolve how we work; to consolidate, innovate
and raise our profile, underpinning and launching new
high quality services and reaching more musicians in new
geographies across all music genres.
To do this, funding is naturally a key factor. Like most
charities looking to increase reach and impact, there is
an ambition to grow and diversify income. We recently
began to implement a refreshed fundraising strategy
which continues to focus on building trusted long-term
relationships but also includes an ambition to reach out to
the millions of music consumers to raise awareness and
support for our work.
Partnerships are a vital way for Help Musicians UK to
act as a collaborator and supporter of initiatives. We will
continue to extend our partnerships and relationships with
organisations and individuals to provide an even more
rounded service to professional musicians. We also have an
ambition to increase our advocacy work, raising the voice
of musicians across government, education and the music
industry.
As a foundation for all of this work, the new Chief Executive
will ensure there is a commercial operational focus and that
the team have the right resources, skills and expertise to
successfully develop the organisation, allowing it to respond
flexibly and appropriately.
With more musicians than ever before asking us for help, we’ll be working even harder to gather more support and raise more money.
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FINANCIALS
We depend on donations and legacy gifts to fund what we do. We receive no government funding however through the careful stewardship of our investments, we can plan ahead.
In 2014 our income was £5 million. We were fortunate and
grateful to receive almost £2.8 million from people who
remembered us in their wills. This accounted for 55% of our
income. While this was a wonderful and unexpected boost
in 2014, legacies are an unpredictable income source and
professional advice suggests that we might expect them
to decrease in the years ahead. To prepare for this we are
working hard to grow other fundraising income streams.
Our other significant source of income in 2014 came from
investments, a fund totalling just under £60million, which
yielded £1.7 million in 2014 (33% of total income). Our aim
is to keep these investments at a level to provide about a
third of our annual income.
Our total spend in 2014 was £4.3 million, with £3.3 million
spent on improving the lives of musicians and £1million
spent on making that possible. While our financial picture in
2014 was healthy, the numbers of musicians who need our
help are growing year on year.
We also want to develop our services so we can help even
more musicians in the coming years. We therefore have a
responsibility to ensure that we have the financial resources
to meet future needs.
Resources 020 7239 9133
7-11 Britannia Street, London WC1X 9JS | 020 7239 9100 | info@helpmusicians.org.uk | helpmusicians.org.uk
ORGANISATION CHART 5 MAY 2015
Board of Trustees
Finance and Audit Committee
Martin Ensom Interim Chief Executive
Susan Dolton Director of Giving
Martin Ensom Director of Resources & Finance
Nigel Hamilton Help and Advice Manager
Tim Foxon Talent Programme Manager
Christine Brown Communications Manager
Ben McGrath Interim Finance Manager
Rosalind Williams HR & facilities Manager
Laurent John Help and Advice Co-ordinator
Matthew Dewhirst Senior Help and Advice Officer
Joe Hastings Senior Help and Advice Officer
Angela Riches Visitor and Volunteer Co-ordinator
Ellie Moore Talent Programme Officer – maternity cover
Elizabeth Sills Talent Programme Assistant
Matthew Mulcahy Communications Officer
Ashling Pickett Communications Assistant
Kate Garbutt Fundraising Officer
Snehal Patel Senior Finance Officer (maternity cover)
Evelyn Griffith Finance Officer
Tom Barry IT & facilities Officer
Charlotte Biddle Fundraising Assistant
21 Volunteer Musicians Supporters
6 Pay per Visit Visitors
Janet Fereday Fundraising Manager
Sarah Wainman Events Co-ordinator
Janet Weston Legacy Consultant
Natalie Williams Resources Assistant Part time
Giving Committee Nominations Committee Remuneration Committee
Susie Butt Assistant to the Chief Executive
ORGANISATION CHART
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JOB DESCRIPTION
Title of Position: Chief Executive Responsible to: Board of Trustees Reports to: The Chairman Responsible for: All permanent and temporary staff
and volunteers
Location: Central London
MAIN PURPOSE OF THE ROLE1. Provide strategic and inspirational leadership to
the charity
2. Ensure long term sustainability through effective
governance, sound finance and execution of
operational plans
3. Taking overall responsibility for business development
and expanding current services
4. Work closely with Trustees and leadership team to
achieve strategy, plans and targets, with specific
reference to Time to Evolve, the Charity’s strategy
document for 2013-2017
5. Expanding the reach of the Charity, using a significant
legacy to fund this strategic project
6. Promoting a culture of mutual support, trust,
commitment and professional behaviour
KEY RESPONSIBILITIES
Governance, Strategy and Planning• EnsureTrusteeshaveattheirdisposalsufficienthigh
quality, regular management and monitoring information
and professional advice to fulfil their governance
responsibilities
• LiaisewiththeChairmanasappropriatetoundertake
regular reviews of performance against the agreed
strategy
• InconsultationwiththeChairman,developstrategyand
policy proposals for Board discussions and decisions
• Attend,contributeandparticipateinTrusteemeetings
and support the Chairman in the management of other
Committees as may be required
• Providestrategicleadershipandvisionthatenables
Help Musicians to grow as an organisation, in terms of
associated resources and impact
• PrioritisetheleadingroleoftheCharityintheprovision
of support to musicians
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Leadership, Management and Culture• Provideinspirationalleadershipandmotivationtothe
senior leadership team, staff and volunteers in a time of
change
• Ensurealongtermstrategy,businessplanandbudgets
are in place to guide the organisation in the successful
achievement of its objectives and work
• Toensurethatappropriatesystems,infrastructureand
resources (human, material and financial) are in place
to maintain a consistent work culture and allow the
organisation to operate as effectively as possible
• Facilitatetheestablishmentanddevelopmentoftraining
and personal development for all staff
• Promotediversityandequalityofopportunityforallstaff
and volunteers
• Buildastaffculturewhereeveryoneisvaluedand
suitably equipped to do their job
Development and Fundraising• Toensureefficiency,competitivenessandfinancial
viability of existing and new services with a view to
ensuring business development, long-term sustainability
and growth
• Leadthedevelopment,implementationandmonitoring
of fundraising targets, plans and initiatives with a view to
increasing income
• Furtherrelationshipswithstakeholders,inparticular
those providing donations and legacies
External Relationships and Communication • Promoteandraisetheprofileofthecharitynationally
and internationally through relations with key
stakeholders and an active PR campaign
• Overseethedevelopmentanddeliveryof
communications and marketing strategies and plans
which effectively promote all aspects of Help Musicians
UK’s services to relevant stakeholders and opinion
formers; raising brand awareness and profile at all
touch points
• Actasafigureheadandambassadorforthecharity,
representing the charity at all external events and
networking opportunities
Grant management, Finance and Compliance• EnsurethatHelpMusiciansUKhasrobustgrantmaking
procedure, including monitoring and reporting on
progress, and the identification of opportunities for
follow up work
• Takeresponsibilityfordevelopingandmaintaining
a financial strategy for the charity, including working
with trustees and relevant staff on the formulation of
an annual budget for approval by the Board
• Monitorandcontrolexpenditureinlinewiththe
annual budget
• Overseeinvestmentpolicyandfinancialstewardship
• Ensuretimelyandcompletepreparationofmanagement
reports, audited accounts and Annual Report
• Ensureappropriatesystemsareinplacearound
the charity’s compliance with its financial, legal and
regulatory commitments
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PERSON SPECIFICATION
Key skills and experience
The ideal candidate will:• Beanexperiencedseniorleader,withaproventrack
record of turning vision into reality and leading an
organisation through significant change
• Ideallyunderstandboththeartsandcharitysector,either
through employment or Trustee/volunteer engagement
• Havestrongstrategicandcommercialacumenwitha
successful track record of adopting an entrepreneurial
yet risk aware approach to development and delivery
• Haveexperienceofleadingthedevelopmentand
agreement of business and new product development
strategy based on sound market analysis
• Haveoutstandingcommunicationandinterpersonal
skills, allowing them to understand and engage
confidently with markedly different audiences, including
spheres of commercial and independent music as well as
the classical sector
• Haveagoodunderstandingofhowtobestutiliseall
communication channels, including digital and the
opportunities it offers, to expand reach and awareness
• Beanaturalambassador,advocateandnetworkerwitha
track record of building effective relationships that have
benefited their organisation
• Haveprovenexperienceofpublicspeakingand
delivering presentations
• Ideallyhavedemonstrablesuccessinfundraising
or diversifying income, where relevant to their
previous career
• Haveexperienceofcultivatingandmanagingeffective
joint ventures and partnerships
• Ideallyhavesomeexposureorunderstandingofgrant
making and or initiating and managing programmes and
projects
• Strongcandidatesfromoutsidethearts,charityand
music sectors will be welcome to apply and any initial
gaps in their experience and knowledge will be covered
by staff as part of the on boarding process
Core personal attributes and behaviours
The ideal candidate will:• Beacredibleandinspirationalleaderwithexperienceof
developing effective teams
• Haveastrategicandcommercialmind-set,openoutlook
and willingness to work across boundaries
• Beastrongadvocateforthecharity,withagenuine
passion for the Charity’s work and an interest in the
entirety of the charity’s operations
• Havehighlydevelopedinfluencingandnegotiation
skills with a natural enjoyment of leading teams, building
relationships and working in an ambassadorial role
• Haveacollegiateandconsultativeapproach,
whilst having confidence in their own judgement and
being suitably decisive
• Haveahighlevelofemotionalintelligenceandtheability
to inspire and persuade
• Becapableoflisteningtoviewsandcommunicating
a clear vision and strategy both to the Board and the
staff team
• Beachampionforthestaffteamandagoodconduit
between the Board and staff
• Haveahighlevelofworkorganisation,self-motivation,
drive for performance and improvement, and flexibility
in approach and attitude
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HOW TO APPLY
To apply for this position, please send a
comprehensive CV and a supporting statement
which includes details of your current salary and
benefits package.
Please ensure that your application fully
addresses the appointment criteria in the person
specification.
You should give the names, positions,
organisations and telephone contact numbers
of two referees, one of whom should be your
current/most recent employer. References
will only been taken up once your express
permission has been granted.
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.
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 made via the Prospectus website at: www.prospect-us.co.uk/executive/job/HQ00158511
We ask that you complete the equal
opportunities information online when
you submit your application via our website.
The information collected will be treated
as confidential, used for statistical purposes
only and will not be treated as part of your
application.
Applications can also be posted to: Sarah Hill, Prospectus, 20-22 Stukeley Street, London, WC2B 5LR
TIMETABLEPublished closing date: 9th August 2015
Preliminary interviews at Prospectus: 10th August – 20th August 2015
Panel interview: 28th August 2015
Final interview: 14th September 2015
These dates may be subject to change and
applicants will be advised in advance should
this happen.
RECRUITMENT PROCESSShould you decide to make a formal application,
you will receive feedback within five working
days of the closing date. Shortlisted candidates
may be required to undertake additional
assessment prior to the final interview.
QUERIESIf you have queries on any aspect of the
appointment process, need additional
information or wish to have an informal
discussion, please contact Ami Jenick or
Stella Pedersen on 020 7691 1920 or via
email at ami.jenick@prospect-us.co.uk
or stella.pedersen@prospect-us.co.uk
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