elliot@strategyandgovernance.co.uk
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It is a long perpetuated myth that charities do not pay tax and one that has come to the fore recently with an announcement by HMRC that they are going to be writing to over 3000 Charities, primarily those with the largest gift aid claims to complete a tax return notwithstanding that they may have been previously exempt.
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Whether you are a charity or a business; whether you are a sole trader, limited company, CIO or CIC, getting your HR wrong can cost you big time both in terms of money and reputation.
I saw an article today sent to me by Kathryn Rogers of face2facehr.com which with her permission I reproduce in full as it is a typical example where something so simple can have such a disproportionate effect.
Whether it is Thye situation because of the wars in the Ukraine and Middle East or the mixed messages about the economy generally, now is a good time for all charities to be asking themselves as to where they stand. In no particular order these are questions trustees and the executive team should be asking themselves.
When you are running your own business you have to do a certain anount of marketing when you first start out. It might be creating a website, having leaflets, copious amounts of social media and lots of networking.
Having facilitated a number of meetings over the years I was interested last weekend to being on the receiving end. As a trustee of the Dyspraxia Foundation we had a weekend away to discuss the future strategy of the charity, it's mission, its values and what we saw as the direction of travel for the next 5 years.
Recently, KPMG announced that they were no longer selling consulting services to the FTSE 350 clients that they already audited. A couple of weeks ago I had a meeting with a client who wanted to diversify into a completely different business.
I have never been slow to share a good idea with my readers; even when it comes from someone else. Ian Crocombe of Iandi Business Solutions has come up with a new slant on an old problem; the impact of change throughout your organisation. I can do no better than let him tell it in his own words...over to you Ian
Following a recent conversation with a local charity who had been told by a funder something I was not sure about, I decided to revisit my thoughts on the levels of Charity Reserves. To do so, I re-read CC19 (Charity Reserves: Building Resiliance) to see if I could gain some insights.
Managing your relationship with your customer from the start of your dealings with them can help reduce write offs. Successful businesses that survive the tough times and thrive in the good times have robust processes.
To quote the oft repeated phrase “a sale is not a sale until it is paid for”. Being realistic though, all businesses, and in particular SME’s have to take calculated risks with credit from time to time.
A robust and rigid credit control policy in place is essential to successful recoveries. Start by setting it out in bullet point formation a single sheet of paper.
The article below appeared in Third Sector online magazine
Although there have been many failed mergers, the problem has been lack of will and poor implementation, not that the concept was wrong in the first place
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