Help Musicians UK - Chief Executive

APPOINTMENT BRIEFChief ExecutiveJuly 2015

2 Chief Executive | July 2015

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

3Chief Executive | July 2015 3Chief Executive | July 2015


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.


5Chief Executive | July 2015

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.


ABOUT US


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


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


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



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.



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 | [email protected] | 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


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



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



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




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 [email protected]

or [email protected]


http://www.prospect-us.co.uk/executive/job/HQ00158511

http://www.prospect-us.co.uk/executive/job/HQ00158511


Prospectus Ltd

020 7691 1925

www.prospect-us.co.uk

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