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Dcc speaker powerpoint presentation 2015 updated
The document provides an itinerary for a charity conference, showcasing various presentations and discussions on fundraising, working with the business community, and compliance in the charity sector. Notable speakers include CEOs from different organizations, covering topics such as investment readiness and collaboration opportunities. The event aims to equip charities with knowledge and foster connections with industry experts for improved service delivery and fundraising strategies.
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Dcc speaker powerpoint presentation 2015 updated
- 1. Providing charities with knowledgeand the opportunity to collaborate with leading sector suppliers
- 2. 9:00 - 10:00Registration 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
- 3. Nicola Youern CEO, You Fundraising& Trading Subsidiaries
- 5. Trading Companies andCharities: Challenges and Opportunities Nicola Youern Chief Executive, YOU
- 6. “YOU provides caresupport 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?
- 8. Key Facts 300 staff Workingacross Hampshire Portsmouth and Dorset Help around 15,000 people every year £7 million turnover
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- 10. Supported Living Registered Care Domiciliary Care Supported Housing Floating Support DirectAccess Resettlement Advice Services Outreach Supported Employment 2015
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- 14. Threats identified inthe business plan
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- 29. Richard Macey – M&GInvestments
- 30. 24 June 2015Richard Macey, Director of Charities Investment Readiness – Ward Goodman Charities Conference A PRUDENTIAL Company
- 31. 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. 32 Objective Setting • Whatare 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. 33 Reality by assetclass Real 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 4.8 Gilts 15.8 3.9 5.9 Corporate bonds 1.6 1.6 N/A Index - linked 14.4 4.0 5.0 Cash -4.1 0.2 2.1
- 34. 34 Reality by assetclass Real investment returns by asset class (% pa) Source: Barclays Equity Gilt Study 2014 Last 2013 10 years 20 years Equities 17.4 5.0 4.1 Gilts -9.6 2.5 3.5 Corporate bonds -1.0 1.8 N/A Index - linked -3.9 2.7 3.2 Cash -2.3 -0.5 1.3 Importance of diversification is clear
- 35. 35 -2% 0% 2% 4% 6% 8% 10% 12% Realyield* 2000 2015 Neutrality Valuationsignals, 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. 36 Valuation signals areclear 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. 37 80 100 120 140 160 180 200 220 240 260 280 300 320 Rebasedto100 High Yield approach*FTSE All-Share Index 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 1960 and 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. 38 Total returns -£100 invested since 1960* 100 1,000 10,000 100,000 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 Indexedto100(logscale) HY approach* FTSE All Share Inflation (RPI) Building society** 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. 39 Gilts & CorporateBonds: 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 13.9 3.9 6.8 5.9 7.1 12.4 8.6 8.3 5.9 2.0 2.9 3.5 3.1 2.9 0% 2% 4% 6% 8% 10% 12% 14% 16% One Year Three years Five Years Ten Years Twenty Years FTSE Gilts Index £ Inv Grade Corporate Bonds Index Retail Prices Index Total returns % pa Total returns % pa *
- 40. 40 1.50 2.00 2.50 3.00 3.50 4.00 Dec-13 Feb-14 Apr-14Jun-14 Aug-14 Oct-14 Dec-14 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 2014 Market expectations of an interest rate increase failed to materialise
- 41. 41 Manager Selection • Dothey 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. 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
- 43. The value ofstockmarket 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.
- 44. Claire Bessant CEO, ‘InternationalCat Care’ Working with the business community at home and abroad
- 45. Collaboration with business ClaireBessant, Chief Executive
- 46. About International CatCare • 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
- 48. Information for catowners Website endorsed by the World Small Animal Veterinary Association 3 million unique visitors/year Over 200 countries
- 49. Information for catprofessionals • Cat information not previously available • Raising the standard of boarding catteries • Advice on breeding
- 50. Welfare work • Largenumbers 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
- 51. Welfare • International CatCare 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
- 52. Veterinary work • Pioneeredfeline medicine, advanced feline health • Founded the International Society of Feline Medicine and the Journal of Feline Medicine and Surgery
- 53. European and AsiaPacific Congresses
- 54. Leading the way •Lead on clinical issues with guidelines and standards • CPD for vets and nurses • Post grad quals for vets and nurses
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- 56. Cat Friendly Clinics •Reducing stress for cats in the vet clinic • Encouraging owners to bring in cats • Handling cats empathetically
- 57. 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
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- 59. The team 15 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
- 60. Getting the moneyin • Head and heart approaches • Find your own unique selling points
- 61. Accounts 2014 Income £1,406,357 Expenditure£1,339,615 Outcome + £66,742
- 62. 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%)
- 63. Types of sponsorship •Events (conferences) • Programmes (Cat Friendly Clinic) • Publications • Memberships • Educational material
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- 65. CSR support forwelfare 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
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- 67. Other ways ofworking 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
- 68. Why be seenalong 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
- 69. Things charities worryabout • 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
- 70. Working together Charities andcorporations have substantively different objectives and often both parties fail to be explicit about them right at the beginning of any collaboration.
- 71. 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
- 72. 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
- 73. Business partnerships • Communicateand 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
- 74. 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!
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- 76. Heart - harnessingthe power of cats! • Working on fundraising • Legacies
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- 78. Rick Smith CEO, ‘AgeConcern Hampshire’ A view from the third sector
- 79. Grants and localgovernment contracts Rick Smith CEO Age Concern Hampshire
- 80. Grants and localgovernment 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)
- 81. Trading & Whywe should all be doing it Stating the obvious – What is trading and Why should we trade • To raise unrestricted income Or • Unrestricted surplus from the services we deliver
- 82. 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
- 83. 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 acquired Do you have the appetite to make a new venture work, while still delivering your charitable objectives.
- 84. A 3rd Option Weat 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
- 85. In Summary We asa 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.
- 86. Gillian Jeffrey – ‘CascadeTraining’
- 88. Jen Richardson Head ofCharities, ‘Ward Goodman’ Charity Accounting & Tax Update
- 89. Charity Accounting andTax Update Jen Richardson ACA FCCA DChA
- 90. • New SORP •Gift Aid
- 91. New SORP • http://www.charitiessorp.org/ •The Charities SORP(FRSSE) will not apply from 2016 • Transition to FRS102 SORP • Further training ……
- 92. Gift Aid ‘A donationqualifies 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’
- 93. Gift Aid –qualifying donations A 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
- 94. 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
- 95. 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
- 96. Gift Aid SmallDonation 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
- 97. Compliance – Ten KeyPoints Geoff Trobridge Partner, ‘Lester Aldridge LLP’
- 98. Compliance Ten Key Points 24thJune 2015 Geoff Trobridge
- 99. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR CHARITIES Compliance | 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 funding Statutory Enquiries 2012 – 2013 – 15 2013 – 2014 – 64 Information gathering powers 2012 – 2013 - 52 2013 – 2014 - 200 Enforcement Powers 2012 – 2013 - 3 2013 – 2014 56 times Source National Audit Office follow up report published 22 January 2015 June 2015 - 13 additional firms approved to Interim Managers Panel
- 100. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR CHARITIES Objects | Breach of Trust The Risks Familiarity Mission Chasing the funding Consequences Breach of Trust The Liability for Loss Difficulties in securing Grant Funding Insurance? Advice Review and amend the objects where necessary
- 101. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR CHARITIES Governing Document | Rules and procedures Risks Out of Date Working practices have evolved that do not comply Problems in achieving a quorate meeting Problems in managing a conflict of interest Consequences Decisions may be invalid It may be impossible to take vital decisions quickly Decisions may be challenged Advice Review the governing document to make sure it accords with best practice and works for your Charity
- 102. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR CHARITIES Policies | why? Key Policies Investment policy Reserves policy Risk policy Child and vulnerable beneficiary protection policy Risks No policies are adopted – poor governance Policies are not followed Policies 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 them Use the policies to inform decisions Check that staff are implementing the policies
- 103. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation 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 decision There 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
- 104. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR CHARITIES Members | the forgotten part of the constitution Risks 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 Consequences Invalid decisions Inability to hold meetings with confidence – often required at critical junctures Advice Ensure the governing document is clear about membership Adopt a clear procedure for admitting new members Include provisions for the removal of members Use of a subscription to keep memberships up to date
- 105. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR CHARITIES Conflicts of Interest | a perennial problem Risks Failure to identify a conflict of interest A financial conflict of interest A conflict of loyalties The financial interests of a close relative or business partner Consequences Decisions may be invalid Any unauthorised benefit may have to be repaid. Advice Ensure 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
- 106. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR BUSINESS Trustees’ Duties | the foundations of charity Risks It can be forgotten that Trustees have general duties as well as those under the Charities Act Trustees have an overriding duty to act in the best interests of the Charity “Self dealing” Benefiting from the Office of Trusteeship Advice Scrutiny of each decision and vigilance!
- 107. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation CHARITIES Disposal of Land | special rules Part V Charities Act 2011 Risks Special rules for the disposal of any interest in land Value is immaterial Any arrangement under which the Trustees agree to sell or lease land or grant any option in land is a disposal Consequences Contract may be invalid Liability for loss Advice This is a specialist area and professional advice should be taken
- 108. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR BUSINESS Accounts and filing | keep up to date Risks Failure to file accounts Failure to keep the Charity’s entry on the register up to date Consequences Regulatory action by the Charity Commission Poor impression on potential donors or other funders
- 109. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation FOR BUSINESS Serious Incident Reporting | duty to report Requirements Trustees must report any “serious incident” to the Charity Serious Incident: Any significant loss to the Charity Any theft from the Charity or a vulnerable beneficiary Any harm to a vulnerable beneficiary Any circumstance that could cause reputational damage to the Charity Advice Trustees must report any criminal activity to the police Trustees must report certain other incidents to statutory authorities e.g. CQC A serious incident report must be made to the Charity Commission
- 110. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation 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 warning Conduct in relation to another Charity Removal of a Trustee who has resigned Order to direct specific action not to be taken Power to direct a winding up Extension of circumstances disqualifying a Trustee
- 111. FOR BUSINESS Dispute |Resolution Today’s business world is extremely diverse and full of legal complexities. International Professional Negligence Mediation Property Litigation International Professional Negligence Mediation Property Litigation Law International Professional Negligence Mediation 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 786138 geoff.trobridge@LA-law.com
- 112. Charity Insurance Martin Howard ‘A&TInsurance Group’
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- 118. www.alan-thomas-charity.co.uk Charity Officials Trustee Indemnity LegalExpenses Professional Indemnity
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- 121. www.alan-thomas-charity.co.uk Protect the Future *Interruption Insurance * Computers * Cyber Crime
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- 123. www.alan-thomas-charity.co.uk - Accuracy ofpolicy - Risks you have - Premium! - Other benefits
- 124. www.alan-thomas-charity.co.uk Summary • Protect People •Protect Property • Protect the Future • We are here to help
- 126. We hope youenjoyed the seminars. Please join us in the main room for the charity draw and presentation, plus drinks and networking. .