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The ICSA Charity Governance Conference 2018
15 June, London
Trustee recruitment: challenges around diversity
Ian Joseph
Managing Director, Russam GMS & Chief
Executive, Trustees Unlimited
Managing Conflicts of InterestsISCA Charity Governance Conference 15 June 2018
Anne-Marie Piper
Partner, Farrer & Co LLP
Managing Conflicts of Interest
In this session we will examine:
• Conflicts of interest -v- conflicts of loyalty
• Conflicts of interest under charity law
• The company law position
• The Charity Commission’s guidance on conflicts of interest
• Governance – policies, procedures and paperwork
Conflicts of Interest -v- Conflicts of Loyalty
• A conflict of interest:
– A situation in which a trustee’s personal interests could, or could be seen to,
prevent them from making a decision only in the best interests of the charity.
• A conflict of loyalty:
– A situation in which a Trustee has no personal financial interest but s/he has a
loyalty or duty to another person or organisation that could, or could be seen to,
prevent the trustee from making a decision only in the best interests of the charity.
• The tabloid test
Charity Law
The duties of charity trustees include:
• an overriding duty: to act in the best interests of the charity
• Encompassed within the overriding duty are:
– a duty to avoid, and if that is not possible, to manage conflicts appropriately; and
– a duty ensure that any benefit that they or any connected persons may receive
from the charity is authorised in its governing documents; by statute/common law
or by the Charity Commission or the Court.
Connected person in this situation means family members or business partners
of a trustee, as well as businesses in which a trustee has an interest through
ownership or influence.
Company Law
• There here are four related statutory duties under the Companies Act 2006:
– a duty not to accept benefits from third parties – s176;
– a duty to disclose any interest in a proposed transaction or arrangement with the
Company (transactional conflicts) – s177;
– a duty to disclose any interest in an existing transaction or arrangement with the
Company, being (transactional conflicts) – s182; NB this duty is separate from
and independent of the duty in s177;
– a duty to avoid actual or potential conflicts of interest (either transactional conflicts
or conflicts arising because a trustee has an ongoing duty of loyalty to a third
party, known as "situational conflicts") unless authorised – s175.
• The Act allows:
– the duty to avoid transactional conflicts to be disapplied in relation to transactions
that are specifically permitted under the Articles of Association; and
– the Board to authorise situational conflicts where the trustees have the relevant
powers.
Charity Commission Guidance
• Conflicts of interest: a guide for charity trustees (CC29), May 2014
https://www.gov.uk/government/publications/conflicts-of-interest-a-guide-for-charity-
trustees-cc29
• Matters of Material Significance reportable to UK charity regulators (guidance
for auditors and independent examiners of charities issued by the Charity
Commission, OSCR and CCNI in November 2017)
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachme
nt_data/file/663847/Matters_of_Material_Significance_reportable_to_the_UK_version_
for_publication_by_OSCR__CCEW__004_.pdf
• Missing from the guidance is guidance on:
– whether there are circumstances in which it would be inappropriate for a charitable
company to authorise conflicts; and
– recognition of mutual interests.
Governance – Policies, Procedures and Paperwork
• Charity Governance Code: https://www.charitygovernancecode.org/en/3-
integrity
• The governing documents of the charity
• Conflicts policy
• Conflicts register
• Declaring conflicts
• Minutes
Questions
Board evaluations
Louise Thomson FCIS, Head of Policy (Not
for Profit), ICSA: The Governance Institute
London, 15 June 2018
What is the role of the board?
What is the board’s role?
Leadership – ‘tone at the top’
Strategy – in discussion with the senior management team to achieve
the organisation’s aims
Agreeing, and demonstrating, the values of the organisation
Oversight, control and assurance
Appropriate delegation
Being accountable to the organisation’s stakeholders including
regulators, funders, clients/customers/beneficiaries/users, staff and
supporters
Board contribution and commitment
Induction
Meeting attendance
Contributing to meetings
Ongoing communication outside of meetings
Training and development days
Strategy sessions
Stakeholder events
Board evaluation
Why undertake a board evaluation?
Governance review drivers
Governance code recommendations
Part of a ‘health check’
Board dysfunction
Planned changes to the organisation
Stakeholder interest
Public confidence
Governance challenges
Clarity of vision
Board recruitment and succession planning, including remuneration
Diversity
Induction, ongoing training and development
Roles and responsibilities
Effective decision-making, committees, schemes of delegation, matters
reserved
Collective responsibility
Conflicts of interests
Probity
Accountability
Board behaviours, robust scrutiny and constructive challenge
Board evaluation
6 types of dysfunctional boards
Talking shop
Number crunchers
Rubber stamp
Dreamers
Adrenaline groupies
Semi-detached
Robson Rhodes research
When to undertake a board evaluation?
Scope and timing of a board evaluation
Every three years as part of governance code requirements – apply or
explain
Continuity or variety?
When?
What to cover?
Governing document, delegations, governance framework
Board
Trustees
Committees
Before starting a board evaluation
Chair must give support to the process
Board must know/understand the process at least in outline
Chair must have thought through what needs to be achieved:
radical overhaul
health check
addressing a problem
guarding against complacency/inertia?
• Why are we evaluating?
• What do we want to achieve?
• Is it an evaluation of the board collectively?
• Are we evaluating individual trustees?
• Will we assess the support to the board?
• Will we focus on the work of the board alone?
• Do we include the work of committees?
• What about the governance support provided to each?
• Will we focus on the experiences of those in the boardroom?
• Do we include senior managers, middle managers and key stakeholders?
• What techniques shall be used?
• Questionnaires, interviews, 360˚ reviews, board observations
• Internal facilitator - governance professional?
• External, independent facilitator?
• What will you do with the results?
• Who takes responsibility for implementing the action plan?
• Will results be shared with stakeholders? How?
• Will key findings be included in the annual report?
• How will findings be fed in to board inductions, training and development?
• What will change in order to be better at helping the charity achieve its objects?
Key areas to be covered in a board evaluation
Board composition, succession planning and development programme
Clarity of leadership
Board cohesiveness, and the tone set by the chair and chief executive
Key board relationships
Effectiveness of individual trustees
Effectiveness of board committees
Quality of papers and presentations to the board and subsequent
discussions
Chairing skills
Effectiveness of the governance professional
Clarity of the decision-making process and use of delegated authorities
Processes for identifying and reviewing risks
Board communications with, listening and responding to,
users/clients/supporters, members, staff, volunteers and other
stakeholders.
What’s involved in a board evaluation?
What’s involved?
Board evaluations can incorporate:
Desk top research - current governance systems and how effective they
are
Questionnaires – providing a first cut of information that will feed into any
face-to-face interviews
Open interviews – useful if there has been any board changes
Board observations – these may be seen as creating a false
environment
360 degree feedback within boardroom – and beyond?
Marzipan layer input – helpful for succession planning
Peer practices – benchmarking against similar entities
Skills audits – highlighting collective strengths and areas for
improvement
Benefits of an externally facilitated board evaluation
Independence , rigour and confidentiality
Objectivity
Tact and diplomacy
Experience and analytical skills
More candid discussions with trustees
Greater credibility
An impetus to deliver board changes
What are the benefits of a board evaluation?
Research from FTSE board evaluations
Most impactful questions focus on:
The board’s role in setting and testing strategy
Board time and agenda management
Overall organisational performance – open ended questions
Succession planning/visibility of management
Quality of board papers
Positive board evaluation impacts in FTSE companies
Helps to surface issues
Generally improves board performance - better dynamics and individual
performance
Improves board processes : improved strategic agendas; more time for
discussion and debate; better board papers; time and frequency of
meetings; more interaction between NEDs, EDs and next management
level down
Strengthens board cohesion
Improves board composition
Identifies training needs
Identifies board succession priorities
Improves focus and clarity of purpose
Clear action plan derived from the report to the board
To avoid the charity going off the tracks?
The virtuous circle of board evaluation
Contemplating
Thinking about a board
evaluation
Planning
What kind of evaluation and
of what?
Evaluating
Undertaking the agreed
exercises
Collating
Analysing the findings and preparing the
feedback
Actions
Discussing the findings and
agreeing actions
Reviewing
Implementing actions and
updating current practices
Any questions?
Thank you.
lthomson@icsa.org.uk @louiseicsa1
Sample presentation
ICSACharity Governance Conference
Constructive tension and
challenge in the Boardroom
Presentation by
Hilary Barnard
15 June 2018
HBMC
More is required of Boards
• Charity Governance Code (2017) and its increased
emphasis on diversity
• Focus on skills rather then representation as basis of
Trusteeship
• Pressure to move beyond compliance - growing attention
to charity governance practice and performance
• Pressure on resources for charities, particularly local
authority sources of funding
• Lamentable failures of governance (Carillion, Kids
Company)
• Drive to innovate and be more creative
HBMC
The expectations of challenge
‘providing appropriate challenge to the status quo,
not taking information or data at face value and
always driving for improvement’
Department for Education:
A Competency Framework for Governance (2017)
HBMC
Embedded in inspection regimes
Ofsted criteria to assess Governing Boards in schools to
the extent to which they
Provide challenge and hold headteachers and other senior
leaders to account for improving the quality of teaching,
pupils’ achievement and pupils’ behaviour and safety
HBMC
Conflict: relationship and task
Relationship conflict arises through interpersonal
incompatibilities between group members and is expressed
in tension, animosity and annoyance.
Task conflict arises from disagreements between group
members about the contents of the tasks to be performed
due to differences in viewpoints, ideas and opinions.
Cited in Heemskerk, Heemskerk and Wats – Conflict in the Boardroom Journal
of Managing Governance (2017)
HBMC
The benefits of a healthy tension
• Prevent groupthink
• Encourage constructive criticism
• Keep Board members engaged
• Allow big decisions to be questioned and conflicting
viewpoints expressed
• Resolve difficult issues
• Prevent passive aggression
• Stimulate ideas
• Hold executives to account
• Create shifts in thinking
• Momentum
Kakabadses et al – Conflict and Tension in the Boardroom, ICSA 2017
HBMC
Positive characteristics in the
Boardroom
• Robust debate
• Open exchange of information
• Discomfort
• Discussion of difficult issues
• Questioning
• Energy and momentum
• Diverse perspectives
• Engagement
Kakabadses et al – Conflict and Tension in the Boardroom, ICSA 2017
HBMC
Negative characteristics in the
Boardroom
• Passive aggression – refusing to engage in
discussion, icy politeness, pushing debate out of the
Boardroom
• Emotional responses – anger, frustration, hostility,
disapproval
• Repetition
• Overtly interrogative questioning
• Physical behaviours – leaving the room, slamming
doors, resigning
Kakabadses et al – Conflict and Tension in the Boardroom, ICSA 2017
HBMC
Illustrating challenge:
Productive oversight by the Board
• What will be strikingly different about this organisation in 5 years?
• With regard to effective governance and challenge which Boards
would you like to be compared to?
• 5 years from today, what will your organisation’s key stakeholders
consider the most important legacy of the current Board?
• How would your organisation look if you entered an alliance or
strategic restructuring with a potential or actual competitor?
• What has a competitor done successfully that you would not do as
a matter of principle?
• What is the biggest gap between what the organisation claims it is
and what it actually is?
Adapted from Chait, Ryan and Taylor – Governance As Leadership (2004)
HBMC
Improving Board practice
Boards may not have a culture of challenge.
Trustees may not have experience in offering constructive
challenge.
Constructive challenge may arise in:
HBMC
• Data
• Assumptions for policy or strategy
• Options available
• Timing
• Assessment of the external environment
• Organisational capacity
The role of Chair in managing conflict • Pre-discussion of potential areas and triggers of conflict with
Chief Executive
• Enable engagement – acknowledge issues and concerns;
remind Board members of higher purpose
• Outside the meeting - 1:1 side conversations; social time; Task
& Finish Groups with a spirit of inquiry
• Voting
• Be pro-active – consider timing of items; observe the body
language; diffuse emotions, adjourn meetings; humour; ‘charm
with menace’
• Company Secretaries can potentially be honest brokers and a
sounding board; operate as a sounding board; alert and brief
Chair to informal conversations; brief the Chair
• Draw on external facilitation and external challenge at key
points
• Review the unwritten rules and assumptions by which the
Board works HBMC
Hilary Barnard
HBMC
hilarybarnard@aol.com : www.hilarybarnard.com
+44 (0)20 7284 1566 : +44 (0)7831 784070
HBMC
Audit / Tax / Advisory / Risk
The evolving role of audit committees
Pesh Framjee
Global Head of Non Profits at Crowe Special Advisor to the Charity Finance Group
“Effective governance by the board of a non profit organisation is a rare and unnatural
act.”
“Only the most uncommon of nonprofit boards functions as it should by harnessing the
collective efforts of accomplished individuals to advance the institution’s mission and long
term welfare.
“A board’s contribution is meant to be strategic, the joint production of talented people
brought together to apply their knowledge and experience to the major challenges facing
the organisation.
“ What happens instead? Non profit boards are often little more than a collection of high
powered people engaged in low level activities.”
- Harvard Business Review 1999
An indictment of non profit boards?
• Most large charities have sub committees for special purposes
• Sub committees bring together individuals with key skill sets that enables them to assist the board in its governance and decision making role.
• Committees work under delegated powers to assist and provide supervision and monitoring in these areas but the trustees cannot abdicate their responsibility.
• This balance between delegation and abdication can be difficult and requires trust and confidence.
Sub committees more generally
Governance Code for the voluntary and community sector
https://www.charitygovernancecode.org/en
– The Code lays out principles for seven key areas of governance together with recommended practice for each principle
– Fulfilling charitable purposes in an effective way requires a solid framework to shape and inform decision making.
– Good governance is not about bureaucracy, but it is a way for charities to keep their focus on their purposes
• The board agrees and oversees an effective process for appointing and reviewing auditors, taking advice from an audit committee if one exists.
• Where the charity has an audit committee, its chair has recent and relevant financial experience and the committee includes at least two trustees.
• The board, or audit committee, has the opportunity to meet the auditors without paid staff present at least once a year.
• Arrangements are in place for a body, such as the audit committee, to consider concerns raised in confidence about alleged improprieties, misconduct or wrongdoing. This includes concerns raised by ‘whistle blowing’. Arrangements are also in place for appropriate and independent investigation and follow-up action.
Charity Governance Code
Useful guidance
• AC should bring an independent mind-set to their role. Independent thinking is crucial in assessing the work of management and the assurance fucntions.
• a range of skills, experience, knowledge and professional qualifications.
• The committee as a whole should have competence relevant to the sector in which the company operates.
• The board should also satisfy itself that at least one member of the audit committee has recent and relevant financial experience.
• The need for a degree of financial literacy among the other members will vary according to the nature of the company
FRC Guidance - Skills and expertise
Four faces key to understanding the board’s challenges
Source: Deloitte
CFO
Focus
Triangle
CFO
Focus
Triangle
Threshold
Performance
Leading Edge
Provide leadership in determining strategic business direction and align organisational strategies.
Understand capabilities, costs and service levels to fulfill the organisation’s responsibilities.
Protect and preserve the assets of the organisation –balance value protection and value creation.
Stimulate behaviors across the organisation to achieve strategic and organisationalobjectives.
• Audit Committees
• Audit and Risk committees
• Finance, Audit and Risk Committees
Theory and practice - pros and cons
“The fundamental responsibilities of the FARSC are: to oversee financial reporting, to oversee the processes related to risk management and internal control including financial, reputational, compliance and other strategic and operational risks and controls, and to oversee the internal and external audit processes. The Committee advises, and reports to, the Boards of Section and Trust.”
https://www.amnesty.org.uk/files/webfm/Documents/Governance/board%20and%20sub%20committees/farsc_terms_of_reference_sept_2016.pdf
Finance Audit and Risk Sub committee
Governing body / Audit Committee
Senior Management
3rd Line of DefenceIndependent Assurance
Internal AuditExternal audit
Extended AssuranceIndependent M&E
Evaluation Other independent
assurance
1st line of DefenceBusiness Operations
Management controls
Internal Control Measures
2nd Line of DefenceOversight Functions
Quality and Inspection
Security
Financial Control
Human Resources
Risk Management
Monitoring and Evaluation
Three lines of defense
• Enterprise wide risk management
• Counter fraud and related investigation
• Whistleblowing
• Internal control
• Financial management
• Culture and behaviour
The Committee should not get involved in day to financial operations and day to day decisions but should review how these decisions are taken.
If it becomes more hands on in financial decision making then it is questionable how it can maintain its true oversight perspectives.
Widening roles
Culture and Behaviour
• Appropriate behaviour and culture are as important as structures and processes.
• No board member should take for granted that established procedures, services and protocols are appropriate for the needs of today and tomorrow.
• It is by holding this frame that boards can best fulfil their obligations and make the greatest contribution.
• It is in this stance that their greatest value lies as they create and hold a space that is their true support to management.
• Strategy, capabilities and culture need to be aligned
• Policies and rules can provide false comfort
• Both design and implementation must be on track
• Empowerment and accountabality
Getting the balance right
Knowledge to value
Information
Value
Data
Knowledge
Translation
Managing and understanding
Skilled application
Most organisations gather too much data on what they do not really need and do not have enough knowledge on what they do need to know.
Start with what is needed to add value
Information
Value
Data
Knowledge
What Data needs to be captured?
Skilled application of knowledge is
how organisations add value.
Who will transformthe information, and how?
What knowledge isneeded?
The status quo is not a viable option
• More demanding operating environment
• More and more regulation
• Doing the good work is not enough
• Greater demands for accountability and transparency
“Organisations are to some extent stuck with their past, with their reputation, the kind of people they hired years ago, their site and their traditions. These things take years if not decades to change.” - Charles Handy
First step – understand where you are now – the as is and have a shared understanding of what you want – the to be
Change takes time and effort
Crowe Clark Whitehill LLP is a member of Crowe Global, a Swiss verein. Each member firm of Crowe Global is a separate and independent legal entity. Crowe Clark Whitehill LLP and its affiliates are not responsible or liable for any acts or omissions of Crowe Global or any other member of Crowe Global.
© 2018 Crowe Clark Whitehill LLP
.
Thank you
Pesh FrramjeeGlobal Head of Non Profits Pesh.Framjee@crowecw.co.uk
An introduction to
Crisis management
Robin Swinbank
Managing Partner
The Counsel House
What is a crisis?
A crisis is something that can result in:
❖ a boycott of your company’s products or service
❖ loss of consumer confidence
❖ damaged trade relations
❖ a dramatic fall in share price
❖ low staff morale / inability to recruit new talent
What is a crisis? (cont’d)
❖ major lawsuits
❖ reduced cred it ratings
❖ immeasurable damage to a company’s reputation
❖ demands for resignations
❖ the loss of a licence to operate
❖ possible closure of part or all of the company.
–The Counsel House ‘Ten-point plan’
“Crisis management is not just a media relations
exercise, it’s realising there is an existential
problem and that you are fighting for the very
survival of your organisation.”
❖ It can happen to the biggest and the best:
BP in the media spotlight -Deepwater
Horizon❖ $11.2 billion clean-up bill
❖ $20 billion compensation fund for victims
❖ US DoJ investigation
❖ At its worst, 30% + drop in share value.
❖ It can happen to the biggest and the best:
Oxfam aid workers in
‘paid for sex’ scandal
❖ Charity Commission launches statutory inquiry
❖ Government warns funding will be cut if it cannot account for how it handled claims (£31.7m in 2016). European Commission follows suit.
❖ 1,200 donors cancel Direct Debits in three days.
❖ Deputy CEO resigns. CEO says he will step down.
Crisis management is different in the voluntary sector
❖ Two-tier reporting is required
❖ Needs input, involvement and commitment from both the executive and trustees
❖ In some cases, a corporation can be seen as a little ‘cavalier’, whilst a charity cannot
❖ A reputation lost in the voluntary sector maybe much harder to regain than in the commercial sector
❖ The management teams in the voluntary sector are probably less likely to have been prepared to face a crisis than their commercial counterparts.
What can the board of trustees do in a crisis?
❖ Provide gravitas, experience and advice
❖ Offer a ‘sounding board’ for the executive
❖ Review and approve a crisis plan (plus media statements)
❖ Offer objective opinion, both to the executive and to stakeholders
❖ Act as a senior spokesperson / figurehead when needed
❖ Mentor the executive
❖ Bring in external expertise if required
❖ If appropriate, remove and replace a dysfunctional or failing executive.
What can the executive do in a crisis?
❖ Develop and execute a crisis management plan
❖ Identify and communicate with ALL the stakeholders that matter
❖ Act as the frontline spokesperson for the organisation
❖ Respond to enquiries and issue statements
❖ Monitor what is going on
❖ Keep the team ‘onside’
❖ Report to the trustees
❖ Go when ‘the game is up’.
Crisis management -
The overrid ing strategy is to set out to be in a
better position in the end than you were before the
crisis arose.
Ten-step plan for effective crisis management
1. Be prepared
2. Don’t hide or be evasive by adopting a ‘no comment’ defence - start to take the initiative (use hold ing statements)
3. Develop a sympathetic persona
4. When you can, begin to seize the initiative - ‘lines to take’
5. Make the media your ally and not the enemy
6. Create effective channels of communication
7. Know your target audiences
8. Front up your own defence
9. Find objective and authoritative allies
10.Don’t reinvent the wheel.
–John F Kennedy
“The Chinese use two brush stokes to write the
word ‘crisis’.
One brush stroke stands for danger; the other for
opportunity.
In a crisis, be aware of the danger , but recognise
the opportunity.”
What is it like to be caught in the media spotlight?
❖ Imagine being interviewed on Newsnight and you are asked to answer a question ‘yes’ or no’!
❖ Do you remember Michael Howard’s famous Jeremy Paxman on Newsnight?
What is it like to be caught in the media spotlight?
❖ Or imagine being door-
stepped at home one day by
the media pack …
❖ And they want to ask you one
simple question …
Now try and answer the question without incriminating yourself …
“… Tell me, is it true, have you stopped
embezzling your charity yet?”
Welcome to the world of crisis management …
❖ Although you are completely innocent …
❖ Answer ‘yes’ and it implies you have been embezzling
your charity.
❖ Answer ‘no’ and it implies you are continuing to
embezzle your charity!
Thank you for listening, for any further questions
contact:
Robin Swinbank
The Counsel House
Tel: 07831 364744
Email:robin@thecounselhouse.com
Website: www.thecounselhouse.com
Twitter: @TheCounselHouseLinkedIn: Robin Swinbank
vGOVERNANCE FOR IMPACT
Dan Corry, CEO of NPC, June 2018
TRANSFORMING THE UK CHARITY SECTOR
83
NPC works at the nexus between charities and
funders
Charity
SectorFunder
Increasing the impact of charities
eg, impact-focused theories of change
Strengthening the partnership
Eg, collaboration towards shared
goals
Increasing the impact of funders
eg, effective commissioning
Consultancy
Think tank
GOVERNANCE AND IMPACT
‘Governance is more than simply reading board papers and
turning up to meetings: charity trustees have the critical role
of ensuring the charity is doing what it sets out to achieve.’
Belinda Vernon, Chair, National Numeracy
http://www.thinknpc.org/publications/above-and-beyond/
84
LOTS OF OTHER STUFF TO DISTRACT YOU!
85
CHANGES IN MANY AREAS THAT AFFECT
CHARITIES’ ABILITY TO ACHIEVE IMPACT
86
Welfare
Housing
Health
Criminal justice
Education
Stagnant pay
Digital
WHAT IS IMPACT?
The difference you’ve made to the people you’re
trying to help
• So not inputs (how many people seen)
• Or even outputs (how many felt better as a result)
But .. the impact (ie net or additional effect )
……. And then there is the cost effectiveness of
such impact
87
88
WHY DOES IMPACT MATTER?
MANY PARTS OF YOUR STRATEGY AFFECT
ABILITY TO ACHIEVE IMPACT: NPC’S
STRATEGY TRIANGLE
89
Core purpose
Resources & capabilities
Strategy
External environment
IMPACT CYCLE
90
Plan for impact
Deliver with impact
Assess impact
Review for future
impact
WHAT DOES AN IMPACT CULTURE LOOK LIKE?
91
Impact is
valued
Desired
impact is
clear
People are
responsible
for impact
Everyone
collaborates
for impact
Data is used
to improve
Change is
not feared
Focus
Accountability
Learning
TRANSPARENCY IMPORTANT – IT’S NOT JUST
ABOUT PR AND FUNDRAISING
We are doing this because we believe in transparency. We
believe in honest, accurate reporting.
https://www.streetleague.co.uk/annual-report
92
SOME EXAMPLES FROM THE CHARITY
GOVERNANCE AWARDS
93
Robert Thompson Charities at Saltwood
PROPOSED CHANGES TO REGULATION
TO NUDGE BOARDS TOWARDS IMPACT
• Annual reporting on impact
– Proportionate to size
• Annual need to think about mergers and other
collaboration
– to ‘force’ boards to consider this
• Changes to SORP to require more information on key
governance activities
• More transparency from funders would also help
– 360 Giving etc
94
RESOURCES
It starts from the top
https://www.thinknpc.org/publications/it-starts-from-the-top/
Focusing on impact: What do trustees need to know?
https://www.thinknpc.org/publications/focusing-on-impact-what-do-trustees-need-to-know/
Above and beyond in trusteeship
https://www.thinknpc.org/publications/above-and-beyond/
Charity Governance Awards
https://www.charitygovernanceawards.co.uk/
v
THANK YOU
June 2018
The ICSA Charity Governance Conference 2018
15 June, London
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