Dcc speaker powerpoint presentation 2015 updated
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Providing charities with knowledge and the opportunity to collaborate with leading sector suppliers
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Transcript of Dcc speaker powerpoint presentation 2015 updated
Providing charities
with knowledge and the
opportunity to
collaborate with
leading sector suppliers
9:00 - 10:00 Registration and trade stand set up (Tea & Coffee) 10:00 - 10:15 Introduction – Ian Rodd, ‘Ward Goodman’ 10:15 - 10:50 Fundraising and trading subsidiaries - Nicola Youern, CEO ‘You’ 10:50 - 11:05 Richard Macey – ‘M&G Investments’ 11:05 - 11:20 Morning Break (Tea & Coffee) 11:20 - 11:55 Working with the business community at home and abroad – Claire Bessant - CEO ‘ International Cat Care’ 11:55 - 12:30 A View from the Third Sector – Rick Smith, CEO ‘Age Concern Hampshire’ 12:30 - 13:30 Break for Lunch 13:30 - 14:00 Gillian Jeffery – ‘Cascade Training’ 14:00 - 15:00 Panel of experts question and answer session regarding small businesses and their collaboration with charities. 15:00 - 15:30 Afternoon Break (Tea, coffee and cakes) 15:30 - 16:30 Compliance Session Jen Richardson – Head of Charities, ‘Ward Goodman’ Geoff Trobridge – Partner, ‘Lester Aldridge LLP’ Martin Howard – ‘A&T Insurance Group’16:30 - 17:00 Charity Draw 17:00 - 17:30 Networking Drinks Reception
Dorset Charities Conference Itinerary
Nicola YouernCEO, You
Fundraising & Trading Subsidiaries
Trading Companies and Charities:
Challenges and OpportunitiesNicola Youern
Chief Executive, YOU
“YOU provides care support and advice services to help
vulnerable people to have the life they want. Our clients tell us we give them the help they need to realise their dreams of
independence, security, stability, happiness and
freedom.”
Who are we?
Key Facts300 staffWorking across Hampshire Portsmouth and DorsetHelp around 15,000 people every year£7 million turnover
Mental Health
Domestic Violence
and Abuse Homelessness
Young People
Learning Disabilities
2015
Supported Living
Registered Care
Domiciliary Care
Supported Housing
Floating Support
Direct Access
Resettlement
Advice Services
Outreach
Supported Employmen
t2015
‘Trustworthy’‘Innovative’‘Can Do’‘Person Centred’‘Excellence’
RecessionDependency on state funding
Local Authority Spending cuts
Tenders, tenders, tenders, tenders
Much much more for much much less
Cashflow Reserves
Threats identified in the business plan
Richard Macey – M&G Investments
24 June 2015 Richard Macey, Director of Charities
Investment Readiness – Ward Goodman Charities Conference A PRUDENTIAL Company
31
Agenda
• Objective Setting – What is relevant? What is realistic?
• Key Asset Classes – Basic principles and market overview
• Manager Selection – Important questions to ask
• Q&A
Source: M&G, as at 31 December 2014
32
Objective Setting
• What are your investment goals, and what is your
tolerance for volatility, or risk
• What is your need for liquidity
• Do you have liabilities at a fixed point in future,
and/or linked to inflation
• Do you require financial advice
• Ethical / SRI considerations
Main considerations
?
?
?
?
33
Reality by asset classReal investment returns by asset class (% pa)
Source: Barclays equity Gilt Study 2012
What drives portfolio performance?
Last 2011 10 years 20 years
Equities -7.8 1.2 4.8Gilts 15.8 3.9 5.9Corporate bonds 1.6 1.6 N/AIndex - linked 14.4 4.0 5.0Cash -4.1 0.2 2.1
34
Reality by asset class Real investment returns by asset class (% pa)
Source: Barclays Equity Gilt Study 2014
Last 2013 10 years 20 years
Equities 17.4 5.0 4.1Gilts -9.6 2.5 3.5Corporate bonds -1.0 1.8 N/AIndex - linked -3.9 2.7 3.2Cash -2.3 -0.5 1.3
Importance of diversification is clear
35
Jp C
ash
UK Cas
h
US cash
Ger 10
Y Bun
d
UK 10Y G
ilt
US 30y T
reas
US BBB
UK BBB
UK Prop
erty
Jap E
q
US Eq
UK Eq
Eurolan
d Eq
H. Kon
g Eq
Kor Eq
S Afr E
qBraz
il-2%
0%
2%
4%
6%
8%
10%
12% 2000 2015 Neutrality
Rea
l yie
ld*
Valuation signals, 2000 vs today
Source: M&G, Datastream, 31 March 2015. *Real yield is defined as an inverted p/e ratio, using forward consensus data
Cash Govt. Bond Developed equity Emerging equityCredit Property
Sample of assets, showing real yield against an assessment of neutrality
36
Valuation signals are clear
Source: Datastream, 31 December 2014. Equity proxy is S&P 500
Equities, still attractive
-3%
-1%
1%
3%
5%
7%
9%
11%
Equity
10-year US Treasury
Cash
US prospective real yields
37
Feb-60
Feb-63
Feb-66
Feb-69
Feb-72
Feb-75
Feb-78
Feb-81
Feb-84
Feb-87
Feb-90
Feb-93
Feb-96
Feb-99
Feb-02
Feb-05
Feb-08
Feb-11
Feb-14
80100120140160180200220240260280300320
High Yield approach* FTSE All-Share Index
Reb
ased
to 1
00
Total returns
UK Equities – different approaches
Source: Morningstar, Inc., 31 December 2014, based in sterling, net income reinvested, price to price, fund performance rebased to 100 at 1 March 1960and relative to index performance rebased to 100 throughout. *Charifund was launched on 1 March 1960
Not all funds are the same…... Important to look “under the bonnet” – appreciate what you are buying!!
High yield rally post ‘tech’ boom
High yield rallies post early-80s & early-90s recessions
38
Total returns - £100 invested since 1960*
1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010100
1,000
10,000
100,000
HY approach* FTSE All Share Inflation (RPI) Building society**
Inde
xed
to 1
00 (l
og s
cale
)
Source: Morningstar, Inc., 31 December 2014, based in sterling, net income reinvested, price to price, rebased to 100 at 1 March 1960. *Charifund was launched on 1 March 1960. **Retail shares and deposits, average rates
Cash has significantly underperformed equities - and inflation!!
90,310
2,160
34,719
1,553
39
Gilts & Corporate Bonds: Long term performance
Source: M&G, gross income reinvested, price to price. Figures shown since inception (September 1976) to 31 December 2014. *Note; ML £ Non-Gilts Index data only available since 31 December 1996.
Annual compound growth rates as at 31 December 2014
One Year Three years Five Years Ten Years Twenty Years0%
2%
4%
6%
8%
10%
12%
14%
16%
13.9
3.9
6.85.9
7.1
12.4
8.6 8.3
5.9
2.02.9
3.53.1 2.9
FTSE Gilts Index £ Inv Grade Corporate Bonds Index Retail Prices Index
Total returns % pa
Total returns % pa
*
40
1.50
2.00
2.50
3.00
3.50
4.00
Actual 1.8%
Source: M&G, Bloomberg, *Concensus Economics Inc. forecast data 9 December 2013. As at 31 December 2014
%
31 December 2014 Gilt Yield forecasts (range of forecasts, as at 31/12/13) 3.2%
(Average)
3.8% (High)
2.6% (Low)
Forecasts:
UK Gilts outperformed significantly during 2014Market expectations of an interest rate increase failed to materialise
41
Manager Selection
• Do they offer advice, or not
• Is their proposed strategy fit for your purposes
• Can they explain their process in a manner that you
understand
• Do they have a demonstrable performance record and
“sector heritage”
• Are their fees competitive and transparent
• Are they financially secure - with happy staff..!!
Important questions to ask…..
??
?
?
42
Summary
• Objective Setting – Be clear in stating your goals and principles; ambiguity is a recipe for disappointment; Your adviser can help you!
• Risk/Reward – Risk is multi-faceted and dynamic; long term rewards require risk taking
“there is no such thing as a free lunch!”
• Key Asset Classes – Diversification helps to manage volatility – but don’t overdo it!
Long term reserves should have an Equities bias
• Manager Selection – Favour those who can answer your important questions – and
can provide evidence of their capabilities; ask for references…!!
Source: M&G, as at 31 December 2014
The value of stockmarket investments will fluctuate, which will cause fund prices to fall as well as rise and you may not get back the original amount you invested. Not for onward distribution. No other persons should rely on any information contained within.This Financial Promotion is issued by M&G Securities Limited which has been appointed as the fund manager for Charibond and Charifund. M&G Securities Limited is registered in England No. 90776. The registered office is Laurence Pountney Hill, London EC4R 0HH. M&G Securities Limited provides investment products. M&G Securities Limited is authorised and regulated by the Financial Conduct Authority in the UK. Charibond’s charity registered number is 271815, and Charifund’s charity registered number is 249958.
Claire BessantCEO, ‘International Cat Care’
Working with the business community at home and abroad
Collaboration with businessClaire Bessant, Chief Executive
About International Cat Care• Over the past 56 years International Cat Care
(formerly the Feline Advisory Bureau) and its veterinary division the International Society of Feline Medicine, has campaigned for improved care of cats.
• The charity began because of a lack of information on the care of cats
• To some extent, knowledge has become our currency
Information for cat ownersWebsite endorsed by the World Small Animal Veterinary Association
3 million unique visitors/yearOver 200 countries
Information for cat professionals
• Cat information not previously available
• Raising the standard of boarding catteries
• Advice on breeding
Welfare work• Large numbers of unowned
cats worldwide with poor welfare because of a lack of knowledge, veterinary training, and general understanding
• Population control often inhumane and solutions are short term
• In many countries vets do not know how to neuter cats
Welfare• International Cat Care has
identified the basic principles that should be considered when trying to promote the welfare of the cat.
• The outcome should be beneficial to the cat
• Sustainable, practical approach based on best knowledge
• Seeking long term solutions
Veterinary work• Pioneered feline medicine, advanced
feline health• Founded the International Society of
Feline Medicine and the Journal of Feline Medicine and Surgery
European and Asia Pacific Congresses
Leading the way• Lead on clinical issues with
guidelines and standards
• CPD for vets and nurses
• Post grad quals for vets and nurses
Cat Friendly Clinic
Cat Friendly Clinics
• Reducing stress for cats in the vet clinic
• Encouraging owners to bring in cats
• Handling cats empathetically
Cat Friendly Clinic• A meaningful quality mark for clinics• Building PR for cat clients• Increasing footfall• Bonding clients
• Window sticker• Waiting room certificate• Use of logo• Entry on CFC web site• Client materials
Better care for cats
Rewarding good products
The team15 staff• PR/social media/communications (2)• Publishing (3)• Veterinary director(1)• Finance (1.5)• Conferences (1.5)• HR and projects (1)• Courses (1)• Database and membership (2)• Chief Executive (1)• Fundraising (2 days/week)
Freelance• Feline vet specialist (3 days/week)• Strategy and business development
10 Trustees – committee and subcommittee
Working groups• Feline veterinary specialist • Cat behaviourists• Welfare group
Getting the money in • Head and heart approaches• Find your own unique selling points
Accounts 2014
Income £1,406,357Expenditure £1,339,615
Outcome + £66,742
Our income 2014• Sponsorship/licences £483,026 (34%)• Memberships £364,590 (26%)• Conferences £237,732 (17%)• Legacies £122,455 (9%)• Educational courses £113,462 (8%)• Donations/fundraising £41,653 (3%)• Dividends and interest £36,128 (2.5%)• Misc (0.5%)
Types of sponsorship
• Events (conferences)• Programmes (Cat
Friendly Clinic)• Publications• Memberships• Educational material
Licences
CSR support for welfare work
Allows companies to use us as ‘heart’!
Companies which embrace CSR (corporate social responsibility) can weave the valuable assistance into their own business plans and external communication strategy
Adding ‘heart’
Other ways of working together
• Royalty share on books• Donation on products sold• Using our materials (eg calendar or membership) to
encourage buy in for their business• Helping us to get members/take up on programmes• Helping them to get more/retain clients or customers (eg,
Cat Friendly Clinic)• Producing an accreditation which benefits them• Recognising good products• Large global companies to individual veterinary clinics
Why be seen along side a charity?
• Companies have a responsibility to be good corporate citizens• Working with a charity can make a positive difference to
communities (esp local)• There is a fit with the company values/subjects• If companies are similar, people will think more kindly of one which
supports a charity• Working in a similar field may increase recognition for both
company and charity• Charities can bring fresh ideas/cutting edge
reputation/innovation/new ways of exploring old products/new ways of addressing complex challenges
• Charities can bring credibility and show the company to be ethical and trustworthy
Things charities worry about• Not being good enough for sponsorship/support• Lack of mutual trust on mutual goals and objectives• How to develop long term mutually beneficial relationships• Getting lost in corporate speak• Loss of control/selling out (or being perceived to)• Reputational damage if company has problems or brand
issues• Losing supporters because of the perceived activities of the
company
www.gov.uk/charities-working-with-companies-and-professional-fundraisers
Working together
Charities and corporations have substantively different objectives and often both parties fail to be explicit about them right at the beginning of any collaboration.
Making ourselves sponsorable
• Reliable, trustworthy, scientifically accurate
• Producing/disseminating information• Being confident of our quality• Conferences and courses• Publishing• Campaigning• Expert panels• Producing and working with KOLs• Academies• Keeping it relevant and true• Driving changes/cutting edge ideas
Things we consider• Choosing the right business• Our brand values – how charity brand, name and logo will be
used• Ways of showing our competence and quality• Maintaining independence• Keeping control – who owns copyright, events, programmes
etc• Keeping momentum – roles and responsibilites• Practicality/economics of doing what partner wants• Cost of legal advice for contracts• Showing ROI
Business partnerships• Communicate and build the relationship• Understand what they need to do• Understand what they need you to do• Show what the business will get• Fulfill your promises• Understand the wider pressures• Be a trusted and reliable partner• Show stability • Understand the legalities (non-disclosure agreements,
contracts)• Be open minded
Business partnerships• Communicate (and record)• Maintain high quality• Be discrete• Be aware of business sensibilities• Be creative• Be flexible• Stand your ground if pushed too far• Be proud of your sponsorship• Communicate!
Celebrate your sponsors
Heart - harnessing the power of cats!
• Working on fundraising• Legacies
Thank you
Rick SmithCEO, ‘Age Concern Hampshire’
A view from the third sector
Grants and local government contracts
Rick SmithCEO
Age Concern Hampshire
Grants and local government contracts
Rick Smith – A short History• A brief career in the Army
– I enjoyed skiing but not the other aspects of the British Army• A slightly longer career in Telecommunications (Kingston & COLT)
– I mastered the art of Change Management– I never really saw the impact of the work I did
• A Career in running/owning my own restaurant• Finally made the giant leap into Charities
– Environmental charities – lost major contracts to a national charity and a regional CVS
– Children's charities– Now Older People
• In my spare time I am an appointed Governor for Southern Health FT and recently retired as chair of a Community Health and Wellbeing centre in Warwickshire (looking for my new challenge)
Trading & Why we should all be doing it
Stating the obvious – What is trading and Why should we trade
• To raise unrestricted incomeOr• Unrestricted surplus from the services we deliver
Charitable Purpose Trading
Pros & Cons of selling what we provide
Pros Cons
What we are great at It may not be appropriate to Charge
We already have quality systems in place
Your funders may not want you to charge
We have a reputation for delivering that service or product currently
It may require a change to your internal systems
Charitable Purpose Trading
Pros & Cons of Shops (or any non charitable service or product)
Pros Cons
You have a great story about where the surplus will go
Level of risk to invest in a new business venture
Diversification of Income New Skill sets need to be acquiredDo you have the appetite to make a new venture work, while still delivering your charitable objectives.
A 3rd Option
We at Age Concern Hampshire have started a range of ‘Boutique’ Charity shops where the profits are reinvested into the organisation but we have also set targets to deliver services for older people from these shops.
In essence they are fully integrated into our service delivery– Dementia Days– Carer Pamper Evenings– Dementia talks– Sign posting to our Information and Advice Services– Sign posting and referrals to our Day Care Services– A base for our Community Based Volunteers to meet and work from
In Summary
We as a Sector need to be confident in getting money from many different sources.
If the opportunity is there to charge for our services then do.
If we can diversify (whilst managing the risks) then do so, the more this can be integrated into your every day business then perfect.
Gillian Jeffrey – ‘Cascade Training’
Jen RichardsonHead of Charities, ‘Ward Goodman’
Charity Accounting & Tax Update
Charity Accounting and Tax UpdateJen Richardson ACA FCCA DChA
• New SORP
• Gift Aid
New SORP
• http://www.charitiessorp.org/
• The Charities SORP(FRSSE) will not apply from 2016
• Transition to FRS102 SORP • Further training ……
Gift Aid
‘A donation qualifies for Gift Aid if it’s a gift consisting of ‘a sum of money’ by an individual who’s paid, or will pay UK tax, to a charity and satisfies relevant conditions’
Gift Aid – qualifying donationsA sum of money (an actual cash transaction) and NOT• Subject to any repayment conditions• A waiver of a debt• A payment for goods or services• Given under the payroll giving scheme• Not deductible from income for tax purposes• A ‘disqualified’ overseas gift• Charity cards or vouchers• Membership fees of CASCs• In excess of donor benefit rules• Made before registration as a charity or CASC
Gift Aid - donors• Must have paid sufficient UK income or capital gains tax• Complete a valid gift aid declaration form Including name, address, name of charity, agreement for gift aid,
declaration of sufficient tax paid. See HMRC template examples
https://www.gov.uk/gift-aid-declarations-claiming-tax-back-on-donations• Made aware of personal tax consequences• No additional benefit for basic rate tax payers• Oral declarations need to contain the same information as written
declarations
Gift Aid – record keeping• Gift Aid declarations and which gifts they relate to• Clear audit trail linking the donation to the declarations which cover them• Copy of agreement to sell donated goods on a donor’s behalf• Further correspondence with the donor• For trading subsidiaries, records showing how the proceeds were
transferred to the charity• Valuation of benefits Normal sales price if openly sold Events, cost to charity per attendee Life membership Charity auctions – splitting benefits
Gift Aid Small Donation Scheme• Can only apply to cash donations• Limit is £20 per donation• Can claim with no gift aid declaration• Cannot apply to membership fees• Maximum amount in one year now £8,000 or ten times the amount
claimed through gift aid• Charity must have made a gift aid declaration in year• Charity must have claimed gift aid in two of the last four years• GASDS claim is not allowable if a gift aid penalty has been received in the
last two years• Connected charities share the limit
Compliance – Ten Key Points
Geoff TrobridgePartner, ‘Lester Aldridge LLP’
Compliance Ten Key Points24th June 2015 Geoff Trobridge
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR CHARITIESCompliance | The Changing Landscape
The Charity Commission’s 3 year “change programme” Aim to become a rigorous and proactive regulator £8,000,000 additional one off fundingStatutory Enquiries 2012 – 2013 – 15
2013 – 2014 – 64
Information gathering powers 2012 – 2013 - 52
2013 – 2014 - 200Enforcement Powers 2012 – 2013 - 3
2013 – 2014 56 timesSource National Audit Office follow up report published 22 January 2015June 2015 - 13 additional firms approved to Interim Managers Panel
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR CHARITIES
Objects | Breach of TrustThe Risks
FamiliarityMission Chasing the funding
ConsequencesBreach of TrustThe Liability for Loss Difficulties in securing Grant FundingInsurance?
Advice Review and amend the objects where necessary
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR CHARITIESGoverning Document | Rules and proceduresRisks
Out of DateWorking practices have evolved that do not comply Problems in achieving a quorate meetingProblems in managing a conflict of interest
Consequences Decisions may be invalidIt may be impossible to take vital decisions quicklyDecisions may be challenged
AdviceReview the governing document to make sure it accords with best practice and works for your Charity
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR CHARITIESPolicies | why?Key Policies
Investment policyReserves policyRisk policyChild and vulnerable beneficiary protection policy
RisksNo policies are adopted – poor governance Policies are not followedPolicies are not communicated to employees and volunteers.No checks that policies are implemented
Advice Review and update policies regularly. Hold training sessions and make a record of themUse the policies to inform decisionsCheck that staff are implementing the policies
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR CHARITIES
Minutes | taken as read?Risks
Important decisions may be taken informally with no proper record. There is no evidence of the terms of the decisionThere is no evidence of the way in which the Trustees took the decision or the factors that were taken into account
Advice Record the decisions taken at all meetings of the Trustees and retain the records
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR CHARITIESMembers | the forgotten part of the constitutionRisks
Some decisions in a Company or a CIO must be taken by the membership and not simply the Trustees .Confusing the company law members or the members of a CIO with a wider group of supporters or users of the Charity termed “Members”Failing to maintain an accurate list of members.Losing touch with members
ConsequencesInvalid decisionsInability to hold meetings with confidence – often required at critical junctures
AdviceEnsure the governing document is clear about membershipAdopt a clear procedure for admitting new membersInclude provisions for the removal of membersUse of a subscription to keep memberships up to date
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR CHARITIESConflicts of Interest | a perennial problemRisks
Failure to identify a conflict of interestA financial conflict of interestA conflict of loyalties The financial interests of a close relative or business partner
ConsequencesDecisions may be invalidAny unauthorised benefit may have to be repaid.
AdviceEnsure all Trustees understand conflict s of interest.Identify conflicts at an early stage Check the governing document and the statutory provisions to see if the conflict of interest can be managed.If not, ask the Charity Commission for an Order to authorise the conflict of interest
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR BUSINESSTrustees’ Duties | the foundations of charityRisks
It can be forgotten that Trustees have general duties as well as those under the Charities ActTrustees have an overriding duty to act in the best interests of the Charity“Self dealing”Benefiting from the Office of Trusteeship
AdviceScrutiny of each decision and vigilance!
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
CHARITIES
Disposal of Land | special rules
Part V Charities Act 2011Risks
Special rules for the disposal of any interest in landValue is immaterial Any arrangement under which the Trustees agree to sell or lease land or grant any option in land is a disposal
ConsequencesContract may be invalidLiability for loss
AdviceThis is a specialist area and professional advice should be taken
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR BUSINESSAccounts and filing | keep up to dateRisks
Failure to file accountsFailure to keep the Charity’s entry on the register up to date
ConsequencesRegulatory action by the Charity Commission Poor impression on potential donors or other funders
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR BUSINESSSerious Incident Reporting | duty to reportRequirements
Trustees must report any “serious incident” to the CharitySerious Incident:
Any significant loss to the Charity Any theft from the Charity or a vulnerable beneficiaryAny harm to a vulnerable beneficiaryAny circumstance that could cause reputational damage to the Charity
AdviceTrustees must report any criminal activity to the policeTrustees must report certain other incidents to statutory authorities e.g. CQC A serious incident report must be made to the Charity Commission
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
FOR BUSINESS
New Charity Commission powers | The Charities (Protection and Social Investment) Bill
Issue a warning Suspension of Trustees for failure to comply with an Order or to remedy a breach specified in a warningConduct in relation to another CharityRemoval of a Trustee who has resignedOrder to direct specific action not to be takenPower to direct a winding up Extension of circumstances disqualifying a Trustee
FOR BUSINESS
Dispute | ResolutionToday’s business world is extremely diverse and full of legal complexities.
InternationalProfessional NegligenceMediationProperty LitigationInternationalProfessional NegligenceMediationProperty LitigationLawInternationalProfessional NegligenceMediation
Geoff Trobridge | Partner
Geoff advises on all aspects of charity law and practice. Geoff was formerly deputy head of the legal framework function of the Charity Commission with particular responsibility for charity registration , governance, mergers and re-constructions – an expertise that he combines with 30 years experience of company and commercial work in private practice
01202 [email protected]
Charity Insurance
Martin Howard‘A&T Insurance Group’
www.alan-thomas-charity.co.uk
Charity Insurance
www.alan-thomas-charity.co.uk
Protect People
www.alan-thomas-charity.co.uk
Public Liability
www.alan-thomas-charity.co.uk
Employers’ Liability
www.alan-thomas-charity.co.uk
Charity OfficialsTrustee Indemnity
Legal Expenses
Professional Indemnity
www.alan-thomas-charity.co.uk
Special Events
www.alan-thomas-charity.co.uk
Protect PropertyBuildingsContentsAll RisksMotor
www.alan-thomas-charity.co.uk
Protect the Future* Interruption Insurance
* Computers
* Cyber Crime
www.alan-thomas-charity.co.uk
Making Improvements
www.alan-thomas-charity.co.uk
- Accuracy of policy- Risks you have- Premium!- Other benefits
www.alan-thomas-charity.co.uk
Summary• Protect People• Protect Property• Protect the Future• We are here to help
We hope you enjoyed the seminars.
Please join us in the main room for the charity draw and presentation,
plus drinks and networking.
.
