Richard Piper
Dr Richard Piper joined Roald Dahl's Marvellous Children's Charity as director in February 2012.
He had spent the previous seven years as head of strategy and impact at NCVO. In this role he leads NCVO’s work to help civil society organisations to develop better strategies, greater impact and creative, high-performing cultures.
He previously co-managed the ChangeUp Performance Hub for NCVO, managed the national outcomes programme for Charities Evaluation Services, worked as an evaluator for the Tavistock Institute, and led on research and information for the Charities Advisory Trust. For four years, he ran the Knowledge Company, a voluntary sector consultancy.
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The Institute of Fundraising has defended a guide it produced, partly funded by the Office of Civil Society, after it was reviewed as badly written and not useful.
The voluntary sector needs to be mindful of the “political reality” of the tax relief cap and come up with an alternative plan that is palatable to both the government and the sector, charity tax expert Richard Bray said last night.
The NCVO is to argue for a new approach to the notion of impact, as too much emphasis is placed upon measurement and not enough on ‘impact leadership’, according to its head of strategy and impact Dr Richard Piper. Speaking at the Charity Finance Live conference on Monday, Piper (pictured) said: “Our contention is that over the last 15 years, the topic of impact has been essentially owned by the disciplines of evaluation and research. We’re not knocking that, but this has had a number of damaging effects.”
The NCVO has secured a £750,000 grant from the Big Lottery Fund to help it demonstrate how it and other infrastructure bodies benefit the sector. The umbrella body will share the grant with Triangle Consulting and the Third Sector Research Centre, who all bid jointly to BIG’s Basis programme for the funding. The money will be used to devise the Value of Infrastructure programme – a three-year, England-wide project that will, according to the NCVO, “identify the most effective ways for infrastructure agencies to communicate the value of infrastructure to sector organisations and improve the planning and monitoring of their work”.
In the first of three articles, Richard Piper introduces purposeful impact reporting, and explains why charities are like magnets
In the second of three articles about impact reporting, Richard Piper explains how best to generate evidence
In the last of three articles, Richard Piper investigates what makes a great impact report
Richard Piper of the Performance Hub challenges the view that strategy is all about planning
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