This guide is based on a resource from NCVO with thanks.

N.B: Throughout this guide, the word ‘groups’ will be used to reference anyone in the Voluntary, Community and Social Enterprise Sector regardless of status, size or mission.

Introduction

A social consideration is a happening (in most cases) out of your control but will affect how your organisation can function and run.  Ethics in this case is your group's moral stance on a situation, group or happening.

It’s important to be aware of how your group feels about certain topics and the stance it will take on particular agendas.  Knowing this means understanding how to support your service user more effectively.  It also means you can have an advantage over your nearest opposition!

Social considerations are challenging because many topics can be emotive and politically charged.

Social Problems

Social Problems are things that are happening as trends in wider society.  These are in many cases things that will harm services and organisations.  An alternative way of looking at this is that they can be positive however as they inspire people to work together to make change for good.

The Government will have various strategies that they want to be priorities over the country.  Most Local Authorities will have a strategy or two.  They are often reactions to Social Problems and Social Issues.  They lay out the situation and then the plans to combat the issues.

As an example, funding: for various reasons (mainly financial), staff are being reduced and are expected to do more tasks for little change in salary.  Fewer organisations are paying for volunteer expenses making it harder for people to get to where they volunteer.  There are also fewer people offering their time as volunteers and this means that some groups are struggling to offer their core services.  Due to several complex reasons, there is less money.  Funders are demanding more evidence of need, and impact and that an organisation is working toward their mission before they fund.

The principles

Groups agree to uphold the following principles throughout their work:

• Beneficiaries first
• Integrity
• Openness
• Right to be safe

About the principles

These principles aim to support groups, their governing bodies, and those who work and volunteer in and with them in recognising and resolving ethical issues and conflicts, and make groups a safer place.

This is intended as an enabling document that draws together and underpins what many groups do already and what they aspire to do.

These principles set out a framework for the ethical execution of charitable purposes, regardless of the group’s size, status, type or area of operation. They can help groups make decisions and develop relevant policies and procedures.

All groups should proactively champion ethical behaviour and reflect and apply their charitable values in any activity they undertake, in addition to meeting their legal and regulatory requirements.

Governing bodies, staff and volunteers should actively consider the principles and how they can be integrated into all their work and decision-making. Individuals at every level of the group should be held accountable for modelling the behaviours set out by the principles.

When following the principles and in all their work charities should:

• respect every individual’s dignity and rights to privacy and confidentiality.
• commit to challenging any instances of sexism, gender inequality and other power imbalances that leave some people at risk of harm
• value and improve diversity in their governing bodies, workforce and volunteers.

These principles have been developed by NCVO with the support of an advisory group comprising charities of all sizes, working both domestically and internationally and open consultation with the charity sector.

Applying the principles

These principles provide an overarching framework to guide decision-making, good judgement and conduct. They do not provide a set of rules that prescribe how one should act in all situations.

Endorsement of the principles is voluntary, but all groups are encouraged to reflect on the principles in their work and decision-making. The principles should be viewed as a benchmark of good practice, and by reflecting them in its work an organisation is more likely to maximise the difference it makes and champion its values.

The principles complement existing sector codes such as the Charity Governance Code and individual groups’ codes of conduct. They are not a substitute for the group’s own codes of conduct.

Beneficiaries first

Groups have a responsibility to carry out their purposes for the public benefit.

The interests of the people that access their services and the causes they work for should be at the heart of everything the group does and those who work and volunteer in and with them do.

Upholding the principle

This means groups should:

• be clear about what their purpose is and who or what their beneficiaries are
• carry out their purpose to provide the greatest benefit to their beneficiaries and their cause, regardless of whether this might initially have a negative impact on the reputation or operation of the group or its leadership.
• when working with beneficiaries, ensure that their views and experiences are actively listened to and taken into account of as part of how the group operates, facilitating engagement and communication.
• ensure that all relevant policies and procedures are drawn up with the interests of beneficiaries in mind.

Integrity

Groups, and those who work and volunteer in and with them should always uphold the highest level of institutional integrity and personal conduct.

Upholding the principle

This means groups should:

• ensure appropriate systems are in place to help guarantee that all decisions are robust, defensible and free from conflict of interest.
• consider the effect of activities conducted in private life on the reputation of the group and of groups generally
• ensure their resources are managed responsibly and their funds are properly protected, applied and accounted for, including policies and procedures to combat the risk of bribery, fraud, corruption and extortion.
• exercise due diligence in understanding the ethical standards of commercial partners and individuals, to seek support or collaboration from those with ethical values that are consistent with those of the group.
• be sensitive to the impact of activities on both the natural and human environments by:
  • making responsible use of their resources
  • adopting sustainable working practices
  • undertaking initiatives to promote environmental responsibility.

Openness

Groups should create a culture and space where donors and supporters, as well as the wider public, can see and understand how they work how they deal with problems when they arise and how they spend their funds.

Upholding the principle

This means groups should:

• operate a presumption of openness and transparency; subject to complying with existing legal and regulatory requirements, groups should be willing to share information about how they work, ensuring it is easily accessible
• publish, or (for the very smallest groups) at least make available on request:
  • annual reports, including a section explaining how the group is fulfilling its purpose and values.
  • their approach to safeguarding, bullying and harassment.
  • their complaints procedure
  • their whistleblowing policy
• establish clear lines of responsibility and accountability for all their work, both internally and externally where applicable.

Right to be safe

Every person who volunteers with, works for, or comes into contact with a group should be treated with dignity and respect, and feel that they are in a safe and supportive environment.

All groups have a responsibility to create an inclusive culture that does not tolerate inappropriate, discriminatory, offensive or harmful behaviour towards any person who works for, volunteers with, or comes into contact with the group.

Groups should also be places where people’s wellbeing and mental health are valued and promoted so that anyone working in the group or coming into contact with the group is encouraged to value and invest in their own health and wellbeing.

Upholding the principle

This means charities should:

• stand against and have a clear approach to prevent abuse of trust and power including bullying, intimidation, harassment, discrimination, or victimisation in all activities.
• create a culture that supports the reporting and resolution of allegations, suspicions, or concerns about abuse of any kind or inappropriate behaviour.
• ensure that anyone working or volunteering for the group understands the expectations placed upon them, and provide the relevant training to support them in meeting their responsibilities
• ensure that anyone who works or volunteers in the group has access to proper support and advice if they:
  • experience or witness unacceptable behaviour.
  • raise a concern or make an allegation about the actions of others.
  • don’t feel safe.

Glossary

• ‘Beneficiaries’ are intended as those who benefit from the charity’s work, as defined by the charity’s purpose.
• ‘Staff’ include all individuals employed by charities and those working through contractors and third-party agencies.
• A ‘volunteer’ is anyone who spends time, unpaid, doing something that furthers the charity’s purpose.
• The ‘group’s purpose’ is the reason the group has been set up.