Good governance has always been key in all sectors. In the corporate world, events such as Enron are still seen as bywords for the consequence of cracks in the model. But nowhere is governance more important than in the charity sector. Those with ultimate responsibility in not for profit organisations are giving their time voluntarily, but this does not absolve them from blame if things go wrong. Therefore the systems and structures within which they operate have to be especially clear and robust. Charity Governance 2020 is about being as effective as possible.  

    Raising from average to good, to outstanding, raising the standards of delivery and outcomes.
    This guide highlights common problems and suggests practical solutions for charities alongside advocating that good governance is not set in stone once reviewed, and improved, but is a fluid process, that evolves within a robust structure.

    Charity governance

    Charity audit and finance committees

    We are living in a time of financial anxiety. Against this backdrop, the loss of public confidence has caused charities to review their governance procedures and to reassess organisational risks.

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    Charity governance

    The business of the board

    Are your trustees running out of time for the real work of the board? Charity Governance 2020 encourages boards to be less process driven, instead devoting their time to generating ideas and affirming the key strategic priorities for your organisation.

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    Charity governance

    What and who are we here for? 

    Boards do not exist to micro-manage a charity; instead they should complement management by asking a different set of questions – this is true governance. Would your board know the answers? 

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    Charity governance

    Expectations of trustees

    Before becoming a trustee most people try to learn as much as possible about the prospective charity and the required commitment. Do your trustees invest sufficient time in understanding your charity?

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