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Chris Ashton Wins IRPA Try of the Year Award 2010

first_imgFor more information on IRB Awards in association with Emirates Airline click here Chris celebrates after scoring the try against Australia that’s been awarded the IRPA Try of the YearA wonderful individual try scored by England’s Chris Ashton at Twickenham against Australia in November has been named the International Rugby Players’ Association Try of the Year 2010.The England international’s try won the public vote having fought off stiff competition from some outstanding scores finished by Mils Muliaina, Felipe Contepomi, Shane Williams and Women’s Rugby World Cup 2010 star Danielle Waterman. Ashton’s memorable try, his second in the match, combined pace, power and panache as the wing raced clear to finish off a superb counter-attack that started near his own try-line.The try received the most votes following an online poll at www.irb.com which saw the global Rugby family select his score from a shortlist of 18 from the RBS Six Nations, Tri Nations, Women’s Rugby World Cup, Pacific Nations Cup and IRB Nations Cup as well as the June and November internationals.“It’s a fantastic accolade to win the IRPA Try of the Year Award, and it means a lot to me that so many people took the trouble to vote for me ahead of so many other great players,” said Ashton. “Even though I had the job of putting the ball down over the whitewash it was a team effort with the whole team playing its part in defending and forcing the turnover before Ben Youngs and Courtney Lawes gave me the ball. They all deserve the credit too – it wouldn’t have happened without all of us working together.”IRPA Chairman Damian Hopley said: “The IRPA Try of the Year is a highly prestigious Award featuring world-class Rugby action from players representing seven nations. Chris Ashton’s outstanding try will live long in the memory of those of us fortunate enough to be at Twickenham that day, and he is a very deserving winner. We had great difficulty narrowing the field from our original 230 entries to the 18 nominees which were presented for the public vote as there were many spectacular tries scored in 2010. The public vote proved equally close with Danielle Waterman and Israel Dagg polling considerable votes, before Chris emerged as the winner.” LATEST RUGBY WORLD MAGAZINE SUBSCRIPTION DEALScenter_img The full shortlist was: Shane Williams (2), Ben Foden, Dan Carter, Felipe Contepomi, Gonzalo Tiesi, Mils Muliaina, Israel Dagg, James O’Connor, Danielle Waterman, Cobie-Jane Morgan, Huriana Manuel, Chrysander Botha, Nikola Matawalu, Juan Jose Imhoff, Chris Ashton, James Hook and Adam Ashley-Cooper.Ashton follows in the footsteps of 2009 winner, South Africa centre Jaque Fourie, Ireland captain Brian O’Driscoll in 2008 and Takudzwa Ngwenya of the USA who claimed the inaugural award in 2007.View Chris Ashton’s winning try…last_img read more

Boswell’s 10 years at the IoF come to an end

first_img AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Boswell’s 10 years at the IoF come to an end Howard Lake | 4 October 2010 | News About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. Ten years ago was the dawn of a new age. New century, new millennium, new president in the White House and new chief executive at the Institute of Charity Fundraising Managers.Lindsay Boswell arrived at the ICFM to find a ‘complete mess’. “The ICFM was an inward looking organisation that spoke to itself,” says Boswell. “Today the Institute of Fundraising is an organisation that talks on behalf of the profession of fundraising.”Boswell started his 10-year tenure at the institute as an interim manager with a remit to either “turn it around or shoot it in the neck”. In 2010 the Institute is a very much ‘turned around’ and plays a central role in making fundraising a profession that people are proud to join.For the Institute itself, income has grown from £1.5m to over £4m and individual membership from 1,960 to 5,300. “Is that growth good or bad?” muses Boswell. “I don’t know, but I do know it’s a fraction of what it should be.”There’s still a long way to go to turn perceptions of fundraising around in the wider charity world and beyond. “Things have not changed nearly enough,” says Boswell. “There have been improvements in trustees, ceos and umbrella bodies’ attitudes towards fundraising, but too many still think fundraising is a necessary evil.“It is a complete disgrace and unprofessional on the part of many chief executives to treat fundraising in this way. If you look at a charity where the ceo gets fundraising then they’re successful. If there’s no income, they can’t achieve their mission.”Boswell believes that part of the problem lies with trustees and that this is because there is no strong voice for trustees and no proper support and learning network. “If you look at the school governor world, it is totally different. When you become a governor, you receive handbooks, full of training course available to you as a school governor. There is a mass of information there and a great support network. Trustees are in the same place, but the government is not taking trustees seriously.”Trustees aside, fundraisers are also in short supply. There has been a shortage of skilled fundraisers for a long time and many have been able to hop from job to job throughout the sector with just references from past posts to give them credence.Until now fundraising as a profession has been hampered by having no credible qualifications, but this is about to change. The Institute has been working hard to rectify this and a new series of qualifications will be launched this autumn, from entry level to fundraising director level, supported by a programme of continuing professional development (CPD).Together with the fundraising codes of practice this will become the backbone of the Institute’s offering to fundraisers. In the past it has sometimes been difficult to justify why fundraisers should cough up to join an Institute that didn’t appear to have anything very practical to offer them. Now with the promise of lifelong learning and meaningful qualifications to take them through their careers, the picture is very different.This has been just part of Boswell’s work with the Institute, and he is the first person to point out that he’s just the ceo and that it now has a strong senior management team taking the organisation forward.He thinks the next few years will be interesting for the Institute. “My time at the IoF has coincided with times where everything has resulted in RoI. Apart from the last one year at most, it’s been a good time for fundraising.“The next 10 years will have to be more creative and thoughtful, but this is great territory for the Institute. Knowledge and networking will be more relevant than ever.”His time has not just been spent within the organisation. He was instrumental in seeing the sector accept self-regulation, and in the setting up of the FRSB. “I’m proud of the sector for accepting self-regulation and for the creation of the FRSB,” he says. “The FRSB is an insurance policy, and it requires forward looking to take out insurance. A lot more charities need to promote it to their donors to increase confidence.”One of Boswell’s biggest beefs has been the lack of academic research in the sector. He famously resigned from the advisory board of the Centre for Philanthropy and Giving Research at CASS Business School earlier in the year over concerns about the lack of research of practical use to fundraisers.“There is lots of stuff for the future that needs doing,” he says, “but one of the most important is that we need accurate, academic-based, practitioner-friendly research that influences fundraising strategy. It’s vital and we’re not there. Academics are not talking to the fundraising sector about what they want, and they must.”Perhaps this is partly what he means when Boswell says he is leaving “at the stage where the profession is going through growing pains from teenager to adult. This is bizarre for a profession that has been around for trillions of years”.But he is leaving the Institute in a good place. “We have a really clear five year strategy in place. I expect my successor will challenge it and have her own points to make, but the direction of travel is quite simple and clear, achievable, realistic and sustainable.”And what’s the thing Boswell is most proud of in his decade at the head of the Institute of Fundraising? “Managing to get through 10 years without any utterance on the Compact – because I don’t understand it,” he says. Tagged with: Institute of Fundraising Recruitment / people  29 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

Personal Profile – Carol Cockcroft

first_img Previous Article Next Article Carol Cockcroft joins the British Council on 1 March as personnel directorand member of the senior management strategy team. She moves from Shell whereshe spent 13 years.What’s the biggest challenge facing you in your new job?Getting out and learning first hand how HR and change practices can make animpact at the heart of the British Council’s work. Then, together with thestrategy team, responding to, and building on, the results of our recent HRreview.The biggest challenge facing the HR profession?Ensuring HR and change management strategies are aligned with businessneeds, and HR is a full business partner. Secondly, building a climate whichenables people to grow and give of their best at work AND balance homeresponsibilities.The strangest situation you’ve dealt with? Confidentially investigating allegations of people receiving salmon, caughtby poachers, in exchange for work favours.The best thing about HR people?Their integrityWhat’s the worst?Their tendency to find superficial solutions, rather than fixing moredifficult underlying problems.What’s been your best career move (apart from this one)? Becoming HR manager for Shell UK’s retail and commercial businesses. I tookpart in managing significant change programmes in both areas. This opportunityarose suddenly, as three months before I’d returned from my second maternityleave to do a relatively quiet job.What’s your greatest strength?My ability to link ideas and solutions to bring about change.Your least appealing characteristic?Lack of patience with transport delays.What do you do when you’re not working?Things with the children. We love the Science and Natural History museums inLondon.What would you like more time for?Painting and drawing from life.What would you rescue if your house was on fire?The children and our two cats.Your dream holiday.An archaeological dig, unearthing early human fossils, with a French chefcooking dinner in the evening.Who do you admire?Marie Curie. She combined a brilliant mind, pioneering work, and being agood mother.Who irritates you?Crusading presenters of consumer television programmes. I hate the way theytake up a moral fight on behalf of others.What car do you drive?An old Fiesta, but I do have a new aluminium framed bike, which I ride tothe station.What’s your favourite tipple? A good burgundy. Personal Profile – Carol CockcroftOn 15 Feb 2000 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more