Your unrestricted donation helps support the leadership, vision and talent that drives everything we do and that is transforming children’s lives.
More importantly, we have helped 300,000 more children, young people and adults than we would have helped if we had not grown the organisation. This provides a strong platform on which to build the child protection system the world needs.
In order to achieve all this, we invest our unrestricted income in ensuring that we employ the best of the best. As a charity that cares about the rights of individuals we also want to ensure all our staff, whether in the UK or in our country programmes are being paid a salary that is competitive enough to attract people with the kind of experience and expertise to make the charity brilliant – to ensure that it grows and thrives and ultimately supports more children.
We assess this by ensuring we never pay less than similarly sized and comparable organisations in our sector. If we underpay our staff it is difficult to get the best people for the job – or we risk recruiting people for the wrong reasons.
Some people think that staff at charities should be paid nothing – but having lots of spare money yourself and being able to work for free doesn’t mean you’re the best qualified to deliver the best outcomes for the people the charity wants to support. Instead it is the responsibility of every charity to offer fair and competitive salaries to secure professional experts who can help to constantly improve the quality and impact of our work.
We want to ensure that our staff are highly skilled specialists in their respective fields; we want them to have the expertise and experience to be able to achieve the ambitious goals we set; and we want them to ensure we get there in the most effective and efficient way possible, maximising the resources we have. We think that’s excellent value for money.
Furthermore, just as in the commercial world, having an experienced and talented leader with a clear vision is one of the most important factors in a non-profit organisation’s success.
As CEO of War Child, Rob is responsible for deploying over 200 staff into hazardous locations around the world and is ultimately responsible for the protection and welfare of thousands of vulnerable children’s lives. Rob has been the Chief Executive of War Child since 2012, having previously worked for Save The Children, British Red Cross and Concern Worldwide. He has also been the Deputy Children’s Commissioner for England and Chief Executive of Bliss and the Fatherhood Institute.
He is a qualified accountant with a law degree, but he also has extensive field-work experience in complex and insecure environments. In 2014, Rob was awarded an OBE for ‘services to protecting and improving the lives of children including those affected by conflict overseas.’
I’ve worked in the humanitarian sector for almost 20 years, in many parts of the world including Cambodia and Central Africa. I’ve been part of emergency teams – responding to civil war, massacres and famines – that have saved lives and supported communities to rebuild after these disasters. You never get used to the tragic and senseless loss of life in an armed conflict. In Rwanda, between April and July 1994, 800,000 people were slaughtered and over two million people fled across borders into neighbouring Democratic Republic of Congo. For me this was the start of three intense years of work in Rwanda, Burundi and what was then called Zaire rescuing children and innocent civilians from the horror and chaos that was unleashed.
I lost a good friend who worked alongside me. He was ambushed on a road in Western Rwanda and killed by militia men wielding machetes. So I know first-hand the risk of responding to conflict emergencies. But I also know that children in these conflicts face even greater danger. That’s why War Child’s work is so vital and why I’m so committed to War Child’s aims.”
Since joining War Child Rob has overseen the growth in our annual turnover from £3.6m to more than £12m, and increased the number of children we are able to support annually from 38,000 to 125,000. Over the next three years, he will oversee our forecast growth to a turnover of £24 million, reaching a projected 260,000 children. In return, Rob is paid £95,000 per year.
Rob is ultimately accountable for the commitments we make as an organisation to offer top quality support to some of the most vulnerable children in the world – those who have been caught up in acute and protracted conflicts. Rob’s vision for War Child underpins our ambition to build War Child into a globally capable safety net for children.