26 Nov 2014
Partner and senior counsel, Bates Wells Braithwaite
Stephen Lloyd was a partner and senior counsel at Bates Wells Braithwaite. He died in August 2014. He had particular expertise in the interface between charities and trading.
He was an author and presenter of numerous articles and seminars, and an adviser to CAF's Venturesome Investment Fund. He was a former chairman of the Charity Law Association and chairman of CaSE, LifeHaus Plc and the Centre for Innovation in Voluntary Action.
Lloyd was instrumental in creating the Community Interest Company legal structure.
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Charity lawyer Stephen Lloyd, one of the architects of the Community Interest Company structure, is leading a drive to convince the government to create a new legal form that advances a social purpose but also allows financial returns to private sector investors.
Tania Mason looks back over the six years of Andrew Hind’s leadership of the Charity Commission, and charts the actions that created a regulator fit for the 21st Century
Charities have enjoyed measured success over the past twenty years by engaging in business-like practises. But has the recent recession provided reason for a move away from such activities? Stephen Lloyd considers.
If it looks like a duck, walks like a duck and quacks like a duck, does it really matter whether it's labelled as a duck or re-branded as an aquatic avian? Last year The Ark generated £48,500 from trade and £47,500 from grants, so can we call ourselves a social enterprise? Social enterprise is an attitude, not a legal structure.
In a recession, insurance claims rise. But that is just one reason for trustees to get more involved in their insurance. Here are a few tips on things to look out for…
Credit rating agencies and certain parts of auditing businesses should become not-for- profit, according to Stephen Lloyd, senior partner at Bates Wells & Braithwaite. In a colourful lecture to charity experts yesterday entitled Capitalism in Crisis: Lessons from the Not-for-Profit Sector, Lloyd said the recession had uprooted the prevailing view that the voluntary sector needed to learn from the private sector and possibly even turned the tables.
English charities which are subsidiaries of foreign organisations must make their own decisions, explains Stephen Lloyd.