29 Oct 2013
The Charity Commission has suggested to the Treasury that it takes a slice of gift aid or places a direct levy on charities, as it warns it cannot sustain a further 10 per cent funding cut expected in the government’s upcoming spending review.
Martin Farrell draws some parallels between his experience of trusteeship and the life of Buddhist monks.
The charity had ridden into a perfect storm. Three major risks had crystallised at the same time. The charity could cope with any one of these but not all three at once. Two had not been identified on its risk register. The third had been identified but had not been considered to be major.
In many charities, trustees seem to forget the principle of collective decision-making and collective responsibility when it comes to financial matters.
Wherever groups of people are together in an employment or volunteering environment, there is the potential for power struggles and instances of manipulation which can escalate into bullying. The non-profit sector is no exception in this regard, says Linda Laurance.
It's a shame that government doesn't think harder about the link between spending money & resources and outcomes.
Organisations across the voluntary sector are striving to get a tighter grip on managing the performance of services and internal support functions. Boards and managers want to know what the organisation has achieved, whether it is on target and what actions are needed to improve performance.
The foremost pre-occupation of Roger Paffard, chair of Sue Ryder Care, is the very one that he thought would be a doddle – strategic direction.
This is a highly respected international charity and is a company limited by guarantee. Trustees are the only company members. The board is highly skilled and provides strong governance.
Attending our one day courses is a highly effective way of ensuring new and existing trustees fully understand their role, responsibilities and liabilities.