What can we learn from the Kids Company judgement?
What should Trustees takeaway from the £10million, multi-year case against the Kids Company Trustees?
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Posts matching the Support and advice topic
The End of the Road - What you need to know about shutting down a charity
When you decide to become a charity Trustee, it's unlikely you're thinking about the possibility of closing your charity - unfortunately, however, it isn't uncommon. Here, we guide you through your legal responsibilities if you have to close down a charity, and how to manage the process effectively.
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Constructive criticism: what the charity sector can learn from the Fundraising Regulator Complaints Report
The Fundraising Regulator recently published its Complaints Report, which shares insights into the broad trends of fundraising complaints in the UK from April 2020 to March 2021. The aim of the report is to identify areas of fundraising practice which may require improvement or expertise, to help the charity sector to continue fundraising ethically and effectively.
Constructive criticism: what the charity sector can learn from the Fundraising Regulator Complaints Report
The Fundraising Regulator recently published its Complaints Report, which shares insights into the broad trends of fundraising complaints in the UK from April 2020 to March 2021. The aim of the report is to identify areas of fundraising practice which may require improvement or expertise, to help the charity sector to continue fundraising ethically and effectively.
Pick of the Month - October 2021
As the nights draw in and the pumpkin spice calls, this month we meet a Trustee campaigning for better rights for Disabled people, a social entrepreneur fighting throw-away culture with luxury sustainable fashion, and a charity leader helping refugees to make new lives as part of their community.
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Supporting Organisational Resilience in the Aftermath of Covid-19
In 2010, outgoing Arts Council England Executive Director Mark Robinson wrote a key paper entitled “Making Adaptive Resilience Real”, considering the features of a resilient arts organisation and how these could be fostered through organisational and sector leadership. More than 10 years later – and following a significant disruption to the sector due to Covid-19 – how can leaders ensure these features are in place?
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