1. The Community, Voluntary and Charitable Sector
The Wheel
The Community, Voluntary and Charitable Sector
facts and issues

2. some terminology Charities Non-profits
Non-Governmental Organisations (NGOs)
Community Organisations
Voluntary Organisations
Social Enterprises
Community and Voluntary Sector
All The Above!

3. The extent of the sector
8,500 charities on Charity register
These are a subset of 12,500 entities that have made themselves known to the Charity Regulator, themselves a subset of up to 25,000 “civil society” groups
50, ,000 non-profit Board members
109,000 employees
€7Bn annual turnover

4. a very varied sector!
supporting: older people; people with disabilities; children and families; young people; people seeking employment; independent living; people experiencing poverty and….
focussing on the environment; independent living; sustainability; fairness and justice; combatting poverty; human-rights; mental health; and….

5. what are they doing?

6. Where does the money come from? TCD Hidden Landscapes Report 2006

7. Our cv sector is core element of our social infrastructure
Our community, voluntary and charitable sector is a core component of Ireland’s social services infrastructure.
Much of our health and social care services and community supports have evolved and grown out of communities responding to their own needs – with big part of the funding being provided by the state –
and huge fundraising contributed!

8. Trustees have BIG responsibilities
So trustees of Ireland’s charities are responsible for the custodianship of over €7Bn per anum (with €3.6 Bn of that coming from the HSE) and a further €740 million in public donations
Putting on our members-of-the-public hat: do we have an interest in how charities spend all this money?

9. public interest in our work
There is a big public interest in the work that charities do
All of the funds under the control of charitable trustees are public funds
It’s really important that we understand the need to apply highest governance standards – with clarity about who is responsible: the Trustees

12. 43% of the public do not trust charities
“To what extent do you trust each of the following institutions?” Ranked by ‘Up to a point + A great deal –ICEM April 2016

13. Less than half trust charities to use donations wisely
“When you think about charities in general how much do you trust them to spend a donation wisely? Please choose the one that most represents your views.”
ICEM April 2016

14. Challenge: re-understanding public-benefit trusteeship
Charities are not private
trustees are not “owners” of funds or assets – rather they are guardians of public funds that they control for a charitable purpose
Charitable status is a privilege
Trustees are accountable for use of funds: to all stakeholders, ultimately to public
“Make decisions as though you are making them in public”

15. TRUST
TRANSPARENCY + COMMUNICATION =

16. Five steps to maintaining trust
Be transparent by publishing good quality information on the impact of your work, finances, and trustees on your website.
Check that you have fully completed your organisation’s entry in the CRA’s Register of Charities, and that you have submitted your Annual Report to the Charity Regulator
Adopt the Governance Code for Community, Voluntary and Charitable Organisations (or similar quality Code).
Comply with the Statement of Guiding Principles for Fundraising (if you fundraise from the public).
Large charities should adopt the Statement of Recommended Practice for Financial Reporting by Charities (SORP).

17. What should be on your website?
Finances: annual accounts
Governance: names of trustees, details of compliance with voluntary codes and standards etc.
Registered Charity Number (assigned by CRA)
Company Number (assigned by CRO)
Address: address of your registered office
Contact information: phone number/s and address

18. . What are the challenges and realities?

19. strategy to restore trust? Good Governance!
It is the responsibility of Board members / trustees to:
provide Leadership
develop, own and review Strategy
Vision, Mission, High Level Goals, Objectives
ensure adequate resources are provided
provide policies to govern operational activity
delegate delivery of Strategy to CEO / Managers / Volunteers
ensure reporting framework set for CEO / Manager / Volunteers
ensure compliance with legal obligations
assess Risk and ensure it is managed
hold CEO / Managers / Volunteers to account in relation to delivery of strategy
be, and be seen to be, accountable to stakeholders
The Board Remains Responsible! (no delegation of responsibility)

20. strategy to restore Trust? The Triple Lock for Charities
All charities to complete registration process and submit annual reports
All charities to comply with the Governance Code for Charities (300 now compliant, 1,000 “on the journey”)
All fundraising-charities (70% of charities) to comply with the Statement of Guiding Principles for Charities
All larger charities to adopt SORP

21. The sector makes big claims! Are they true?
The voluntary and community led approach produces
Responsive services tailored to individual needs?
A flexibility in approach?
Rapid responses to new and emergent need?
A value for money focus?
Involvement of users in design and control?
Commitment of volunteer board members?
Commitment of value driven staff
Empowered communities?

22. Can the community/voluntary/charity sector validate these claims?
We have to if we are to demonstrate the value of the sector, and what would be lost if the community-led, public-benefit motivated, not-for-profit approach is inadequately supported in future

23. Summary: Priorities for CV Organisations
Staying in operation:
Diversifying income and raising funds
Cutting costs – doing more with less
Finding new ways of working: Collaborate
Focusing resources on what matters: Outcomes for groups and people served
Partnership-working Advocacy challenge
Governance: changing public attitudes – highest standards required

24. Thank you!
Any Questions?