If you book a governance trraining session, Rosie Parr will review your governing document, trustees' annual report, Charity Commission register entry and management processes, and alert you to any issues requiring review or action

Governance Training for Charities and Not-for-Profits

Rosie Parr offers practical governance training for trustees of UK charities, social enterprises and not-for-profit organisations. These sessions are devised to maximise both the skills and time given by your trustees and directors, and to equip them with the confidence and practical tools to manage your organisation effectively.

Our governance training will be an interactive round-table session with your Board and senior executives, delivered at your offices. We will focus on the issues that need to be addressed within your particular charity, social enterprise or not-for-profit to achieve good governance.

Topics include:

  • the role and responsibilities of your Board - duties of good faith, care and skill
  • the scope of your organisation's constitution and its restrictions
  • the distinction between governance and management
  • delegation to your chair, executives or committees, and controls on delegation
  • information flow from committees/executives to Board
  • managing conflicts of interests
  • breach of trust, breach of duty of care, regulatory breaches
  • new Companies Act 2006 provisions relevant to charitable companies
  • risk assessment and management

We aim to provide good value sessions at an affordable cost for your organisation. E-mail us on rh.parr@lancasterparr.co.uk and we will call you to discuss your specific requirements.

MUSEUMS

Rosie has acted for several museums, advising  them on company and charity law, and regulatory and governance issues. She has worked with museum consultants and curators on local authority outsourcing projects, restructuring/incorporation and collections agreements. Rosie is a member of the Association of Independent Museums.

Museum of timekeeping, nottinghamshire

"In the time since its formation the museum's former unincorporated governance model had become outdated and unfit for purpose.  Rosie's expert advice, ability to clearly explain complex legal options to trustees and wider stakeholders, as well as proposing a range of well suited options for governance development, has been invaluable.  Rosie has provided first-class training and guidance, provided clarity on the role of former nominated trustees, and patiently and efficiently carrying the Museum through transformation to a CIO and towards a best practice governance model as an independent charitable museum. We cannot recommend Lancaster Parr highly enough".

Eleanor Baumber, Museum Manager

Transport Museum Wythall

"Converting our organisation from an unincorporated charity to a charitable incorporated organisation (CIO) initially seemed a daunting task but Rosie's support was invaluable in steering us through the process.  Particularly valuable was sound friendly advice given over the phone.  The end result was a smooth transition brought in on the timescale we had set ourselves."

Phil Ireland, Trustee

FULHAM PALACE TRUST

"The governance of Fulham Palace had for many years been as wholly outdated as it was complex.  Lancaster Parr skilfully disentangled the problems, provided expert advice on cost-effective, common-sense  solutions and nursed through the required changes with patience, tact and outstanding client care."

Dr Scott Cooper, Chief Executive, Fulham Palace Trust

 

 

Trustees of unincorporated charities - reducing your personal liability

If a charity is an unincorporated trust rather than a limited company, the trustees could be personally liable if the charity has insufficient assets to meet a claim against it. How do the trustees protect themselves?

Community interest companies - FIFTEEN years on

Community interest companies (CICs) were introduced in 2005 - sixteen years on, there are some 16,000 on the CIC Register. Find out if this type of company is more suitable for your community project or social enterprise than a charity.

CHARITIES ACT 2011 AND Companies Act 2006 - the impact on charitable companies

The provisions of the Charities Act 2011 and the Companies Act 2006 may together mean that the constitution of your charitable  company is very out of date - Rosie Parr can help you update it and assist with any regulatory issues with the Charity Commission.

 

 

CIOs

Since their introduction in 2013 Rosie Parr has registered 25 new charitable incorporated organisations (CIOs) with the Charity Commission, including the conversion of existing unincorporated charities to the CIO form. She can advise you on the pros and cons of the CIO form and assist your charity with a new registration or conversion to this corporate form which confers limited liabilty for the trustees. The CIO is particularly suitable for small to medium size  charities and unlike charitable companies a CIO does not need to meet an income threshold of £5000 plus per annum  for registration.

TRADING COMPANIES

As a regulator the Commission will continue to scrutinise closely trading companies set up by charities and it will take action if the guidelines for such companies have not been observed - e.g. if the charity is subsidising the trading activity. We can advise on these guidelines.

CONFLICTS OF INTEREST AND BREACH OF TRUST

Failure of charity trustees to manage conflicts of interest can lead to a charge of breach of trust and the Charity Commission may seek restitution from individual trustees personally. The 2012 Commission inquiry into the Plymouth Argyle Supporters Trust charity shows the risk of personal liability for trustees where conflicts are not managed properly although in that case the trustees avoided liability by negotiating new loans.

CHARITY COMMISSION STRATEGY STATEMENT

Budget and staffing cuts at the Commission have resulted in this new regulatory strategy:

"Helping charities become more self-sufficient

We want to help trustees become more self-sufficient and independent. In the past, charities have often come to us to confirm that they're making the right decision. That kind of support doesn't form part of the core duties of a regulator - especially one whose budget is being cut - so our new strategy places new emphasis on helping trustees help themselves."

So it is more important than ever for charities to take professional advice on  legal issues.