I think Michael did a great job! He’s helped CAF [Charities Aid Foundation] achieve critical mass in a number of key areas. 320,000 of the 500,000 employees that donate through their payroll do so through CAF, for example. I’m fortunate to be starting with a solid platform for continued growth.
Sounds terribly business like. . . .
Sure. What I think I can bring to CAF is the ability to build on their business approach to doing things. It’s all about focus – asking what we are trying to achieve, and working to deliver that. As a financially-orientated organisation, CAF well understands the language of delivering value.
So what is your goal for CAF?
To increase the resources of the voluntary sector, just as it’s always been. All our activities – our banking and investment products, the Give As You Earn scheme, our work with trusts and foundations – all aim to create the best possible fiscal framework for charities and donors. CAF contributes £100 million to the voluntary sector through the difference in interest we offer, grants and 100% tax back on donations. The area we do need to improve is communicating our mission.
And how will you continue to serve your corporate clients?
What with the extension of the government’s 10% supplement for payroll giving, GAYE is well set to take off. We are working closely with the Giving Campaign, and are currently investing £6 million in our back-office system to make this happen.
Will the fact that online giving is now easier make CAF’s corporate account obsolete?
Many companies still like to keep track of their donations by using the account and often it forms part of a wider CCI plan, which may include a GAYE programme and matched giving. They may also outsource the administration that comes with a CCI programme to CAF, use us to verify charitable status or provide lists of organisations that match their funding criteria.
Is CAF going global?
Not exactly! But there is an international element to CAF’s work. I remember one director at Lattice Group who would sit down with his children on a weekly basis and use the CAF database to identify charities worldwide they wanted to give to.
Facilitating cross-border giving is one area which I’m keen to build on. In the past, we’ve been called in to help develop due diligence mechanisms in countries like South Africa and Russia. We are now finding that non-European multinationals are asking us to co-ordinate their community contributions in the UK and on the continent.
Where do you see CSR going?
I’m not sure about the agenda as a whole, but as far as community involvement goes, I welcome the move towards greater clarity on outputs – for charities, as well as companies. CAF’s no exception. I’m committed to demonstrating what value we bring in all our activities.
Stephen became CAF?s chief executive in November 2002. He joins after a career in the private sector, where he was group director of strategy for the Lattice Group, and before that a director of Transco. This followed a 24-year career with BP, where he worked both in the UK and overseas.
Stephen was one of the first regional business volunteers for Arts & Business, which gave him first-hand experience of using business skills to assist non-profit groups. He has remained an active volunteer throughout his career. He cites his involvement with ?homework clubs? while working for BP in Venezuela as a particularly rewarding experience.
Stephen has two children and lives in north London.
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