In recent years charity rules and regulations have tightened and the job of a charity trustee has become tougher than ever. With over 168,000 registered charities in the UK the demand is high for skilled trustees. 6 Tips for Trustees
Governance Code: Smaller Charities: Code of Governance 7 Principles 1. Organisational Purpose and Principles 2. Leadership 3. Integrity 4. Decision making, risk and control 5. Board effectiveness 6. Diversity 7. Openness and accountability
Charity Trustee Recruitment Charity trustees are central to the success of a charity, being responsible for the overall direction, strategy and vision of the organisation. It is therefore imperative that trustees are effective both individually and collectively. Inherent in building and maintaining an effective board of trustees is having robust systems for recruitment, appointment induction and ongoing development.
Two short video’s based on the Essential Trustee Series focusing on: Purpose and Public Benefit and Managing Resources Responsibly. We recommend that these are used to a) refresh the knowledge of current trustees b)with potential trustees to give them a real understanding of the responsibilities they are taking on c) in the Induction of new trustees.
Charities can further their purposes by making grants to other organisations. This guidance explains what you need to do if you are considering a grant to an organisation that isn’t (or may not be) a charity.
There have been significant developments in what is expected of charities, their practices, and the legal framework in which they operate. The Code of Good Governance Steering Group has developed a draft Code to reflect these changes, and contribute to strengthening charities’ governance. We will update our website to include the new code once published. Until then here is a summary of the findings from the consultation concluded in February 2017 and copy of the ‘draft’ new Code.
Cultural markers: Assessing, measuring and improving culture in the charitable sector: The operating environment for charities has become less benign in recent years. Changes in state funding for charities, the need for more diverse and creative income generation and concerns about executive pay, fundraising practices and the governance of some high-profile charities have all led to a perception that public trust in the sector is in decline. The report, identifies behaviours and practices that may indicate a poor organisational culture.
Mergers Made Simple: Trustees must manage their charity’s affairs in the best interests of beneficiaries – both current and future. They should therefore consider from time to time if these needs are best met by merging with another charity.
Sample Reserves Policy Toolkit There are a number of reasons why you may need to hold reserves and these will vary from charity to charity depending on the type of activities you undertake.
Getting the Best out of Trustees Boards: 8 Top Tips Here are some top tips for getting the most out of your board – we think it will be a useful read.
Every organisation needs to be supported by a sound management structure in order to deliver an effective service in an efficient manner. This Toolkit for Good Governance will help you to make sure that your charity is governed effectively.
Effective risk management is of utmost importance to every organisation and is fundamental to sustaining business development. This Toolkit for Effective Risk Management is worth reading if you want to understand risk for your small charity or community group.
Understanding what skills you need on your Trustee Board is important but it’s not always evident what skills your trustees may have. Her are three examples of simple Trustee Skills Audit which will help you get the full picture of what skills are hidden in your Trustee Board.
Since the charity Kids Company was closed there has been exceptional focus on governance of charities across the UK. One of the areas that has had very little focus however has been the makeup of those responsible for the effective running of charities. This report seeks to highlight the current situation in regards to board diversity within the Third sector.
The Chair/CEO relationship is widely considered to be one of the most significant, if not the most significant, in any organisation. As such, it has attracted a formidable reputation and even mystique. Working well, it’s regarded as a powerful and transformative alliance: an inner sanctum in which the most intractable problems are considered, dismantled and resolved.