• provide all trustees and relevant staff with a copy of this new version or a link to it now, and stress the importance of reading it;
• ensure procedures are in place to provide it to new trustees or relevant staff as part of their induction;
• seek to ensure the chair and/or relevant staff remind trustees of these duties from time to time, especially when the trustees are facing major decisions.

• ensure the charity is carrying out its purposes for the public benefit;
• comply with the charity's governing document and the law;
• act in the charity's best interests;
• manage the charity's resources responsibly;
• act with reasonable care and skill;
• ensure the charity is accountable.

• know the rules in the charity’s governing document and keep them regularly under review;
• have and maintain a list of legislation that impacts on the charity;
• regularly review the charity’s activities and area of operation to identify legal obligations and best practice;
• regularly review the charity’s policies and procedures to ensure they are up to date and fit for purpose;
• place legal compliance as a standing item on meetings of the charity’s trustees;
• ensure all new trustees receive an induction and are subject to trustee checks ;
• read relevant charity guidance produced by the Commission;
• seek advice from a professional or umbrella body where necessary ;
• read and comply with the code of good governance;
• keep good records of trustee meetings to show how trustees have exercised governance over the charity;
• keep good accounting and other records.

• board chairs and chief executives need to ensure their relationship is marked by honesty and candour, building a bridge between management and governance in the organisation;


• assessing the performance of the chief executive, the board and the chair will strengthen governance, but must be culturally appropriate to the organisation;


• strong induction programmes and ongoing governance training, spearheaded by the board, are needed to clarify the expectations of board membership, chairing and the role of the chief executive;


• the board needs to continually figure out how to macro-govern rather than micro-manage, balancing its focus on internal organisational matters with external perspectives;


• agendas, board papers and meetings should be designed to enable the board to focus on strategy, shape the strategic agenda and bring the board's collective experience, wisdom and perspective to bear on the organisation;


• group dynamics will be enhanced by away days as well as by informal gatherings of board members and senior staff;


• when recruiting board members, the board needs to consider the present and future needs of the organisation, and should incorporate strategic diversity in reaching out to potential board members;


• the board needs to continually assess how the digital revolution is affecting governance and the running of the organisation, including how digital technology can enhance meetings, the time in between meetings and communication with stakeholders;


• in membership organisations, the board has to work out its approach to connecting with members and ensure two-way, transparent communication and a meaningful engagement process.

• good governance is invisible;


• board members should be clear about the objectives of the organisation;


• don't be afraid to put time, effort and money into ensuring your governance works effectively;


• recruit the right people;


• volunteer does not equal amateur;


• recognise the value of a good chair.

• all charities should establish a regular formal appraisal procedure for the chief executive (or equivalent), the board of trustees and the chair;


• trustees should discuss and consider the potential benefits of establishing a subcommittee or a designated trustee with ongoing delegated responsibility for governance;


• charities should ensure they have up to date written guidance in place that can be given to trustees on induction, including accurate, written role profiles which are discussed and agreed on appointment and are subject to regular review; written schemes of delegation detailing all areas where the board has delegated functions or responsibilities, including to subcommittees, working groups, individual trustees, the CEO, staff or specified volunteers; and a copy of the business plan's section on governance and organisational terms of reference;


• guidance for trustees on induction should be subject to regular review, and this guidance should be supported through a programme of appropriate opportunities for training and professional development;


• all charities should use an open, advertised process to publicise trustee vacancies and request applications [some governing documents may not allow recruitment of this sort, but the governing document can be amended to allow all or some trustees to be recruited in this way];


• all charities should draw up a comprehensive induction checklist for incoming trustees;


• charity trustees should review and decide how to ensure their governance training and support needs are adequately met and budgeted for;


• trustees should discuss and put in place an agreed process for addressing and resolving conflicts between key personnel at an early stage;


• trustees should consider implementing defined term limits, staggered to ensure an appropriate rate of turnover [again, this may need amendment to the governing document];


• trustees should ensure their organisation maintains a formal, written risk register, kept under regular review by the board.

• Briefing paper based on a seminar on putting the code into practice, organised by New Philanthropy Capital in July 2012 and featuring input from the deputy chief commissioner of Girlguiding Anglia. A practical introduction to the code and how to make it work, available via tinyurl.com/arljkk6.


• Governance code for community, voluntary and charitable organisations in the republic of Ireland, published in June 2012 and available at www.governancecode.ie. This helpfully provides different versions for all-volunteer organisations where the members of the board are responsible for overseeing the work of the organisation (governance), organising the daily work (management), and carrying out the work of the organisation (operations); organisations with a small number of paid staff where board members have some management and operational responsibilities as well as governance; and larger organisations where the board's role is primarily governance.


• Code of good governance for the sport and recreation sector, drawn up as an initiative led by the Sport and Recreation Alliance and published in October 2011. It is available via tinyurl.com/ar4dumh, along with a factsheet of frequently asked questions and a PowerPoint presentation for presenting the code to a board meeting.

• Registering an international charity or overseas disaster appeal, supporting overseas organisations, responding to disasters;
• Money and property, including accounting, carrying cash, non-traditional banking, property ownership, transferring and protecting funds (this will also be covered in the forthcoming part 4 of the Commission's compliance toolkit — see below for details);
• Projects, staff, collaboration, what a partnership agreement should cover;
• Monitoring and reporting;
• Protecting staff and beneficiaries, managing risk, insurance;
• Meeting legal requirements in the local areas where the charity is working;
• Sources of information.

CONFLICT OF INTEREST DUTIES OF DIRECTORS

Updated 4/4/10. This information is included in ss.15.3.5-15.3.8 in The Russell-Cooke Voluntary Sector Legal Handbook (VSLH3).
Duties in effect from 1 October 2008 require company directors to avoid conflicts of interest, not to accept benefits from third parties, and to declare interest in a proposed transaction or arrangement with the company (in addition to the requirement that was already in effect to declare an interest in an existing transaction) (Companies Act 2006 ss.175-177).

Prior to October 2008 it was often enough for a company director with a conflict of interest or a conflict of loyalties simply to declare the conflict, have the declaration minuted or entered in a register of directors' interests, and not take part in discussions or decisions affected by the conflict. This is no longer the case, and from 1 October 2008 new rules govern authorisation and approval in conflict of interest situations. Some of these rules are not very clear, especially where they overlap with charity law rules on conflicts of interest. If in doubt about how to deal with a particular conflict of interest, advice should be sought from the Charity Commission or from a solicitor who specialises in charities or other voluntary organisations.

The Charity Commission's guidance on conflicts of interest and the Companies Act is at tinyurl.com/ycggf92.

The Commission's general guidance on conflicts of interest has not yet been updated to cover the new requirements for charitable companies, but provides a useful starting point for thinking through the general issues and developing a conflict of interest policy. It is at tinyurl.com/ydjhxj2.

The Commission's view is that the provisions in most existing charitable companies' memorandum and articles are adequate to comply with the new company law rules. However, very few existing memoranda or articles contain provision on conflict of loyalties. To be sure everything is covered, it may be sensible to amend the governing document to include updated provisions on benefits for directors/trustees and connected persons, and on conflict of interest and conflict of loyalties. These could be based on the provisions in the Charity Commission's revised GD1 or the Charity Law Association's model articles. The Commission's prior written consent is required for any such amendment.

If the conflict of interest clauses in the articles are to be amended, it should be as part of a general review of Charities Act and Companies Act constitutional provisions — see s.7.7 in The Russell-Cooke Voluntary Sector Legal Handbook.

Transactional conflicts of interest
Where a director or a person connected with a director has or might have an interest in a transaction or arrangement with the company, this must be declared to the other directors (Companies Act 2006 s.177). There are a few exceptions, but it's best to declare everything even if it is technically covered by one of the exceptions — especially in charitable companies, where the charity law duty to declare an interest may override any company law exception. Interests in existing transactions between the company and a director must also be declared (s.182).

Register of interests. Although it is not a statutory requirement, a register of directors' and connected persons' interests should be set up if the company does not already have one. It should include business interests (including share ownership) where the company could purchase goods or services from the business or vice versa, situations where the director or a connected person could enter into a transaction with or receive a benefit from the company, directors' involvement with other organisations whose interests could, however indirectly, conflict with those of the company or where the director could be under conflicting duties to the company and the other organisation, and any other situation where the interests of the director or a connected person could be in conflict with those of the company. Procedures should be in place to ensure interests are disclosed when a person is elected or appointed as a director and whenever they become aware of a conflict or potential conflict thereafter, or at directors' meetings when an issue is discussed in which a director or connected person could have a conflict of interest. The disclosures should be recorded in the register, as well as in the minutes if they are disclosed at a meeting, and should be regularly reviewed and updated. All of this is best practice for all organisations, not only companies.

Transactions requiring approval by company members. Some transactions with a director or connected person must be authorised by the company members, either at a general meeting or through a written resolution (Companies Act 2006 s.180). These include service contracts (a contract under which the director or connected person will be remunerated for providing services or goods to the company) for more than two years; a director or connected person acquiring a substantial non-cash asset such as property from the company; and loans or credit provided to directors or connected persons (this is not an exhaustive list).

In a charitable company, such transactions can be authorised by the company members only if they are explicitly allowed under the memorandum or articles (for example a provision allowing an employee to be a director/trustee, where the employee/director has or will have an open-ended contract that will or could last more than two years) and the Charity Commission gives prior consent in writing for the members to authorise the transaction (Companies Act 2006 ss.181 & 226). Directors in charitable companies must be aware that even if a conflict of interest requiring approval by company members is allowed under the memorandum or articles, the Charity Commission must authorise the company members to approve the conflict, and the members must then approve it.

In a non-charitable company the company members can authorise such transactions even if the transaction is not explicitly authorised by the memorandum or articles. Community interest companies (CICs) are covered by the rules for non-charitable companies, but must comply with the requirements of the community interest test; guidance is available from the CIC regulator at www.cicregulator.gov.uk.

Transactions not requiring approval by company members. In a non-charitable company, transactions not requiring authorisation by the company members do not need to be authorised by the directors, but do need to be declared to them.

In a charitable company, transactions between the company and a director/trustee or connected person not requiring authorisation by the company members must either be explicitly allowed under the memorandum or articles, or require an order of the Charity Commission (Companies Act 2006 s.181(4)).

Advice should be sought from the Charity Commission before a charity's non-charitable trading subsidiary approves a transaction with a director of either the subsidiary or the parent charity, or a person connected to such a director, unless the memorandum or articles of the charity and/or the trading subsidiary contain provisions authorising such a transaction.

Situational conflicts of interest
Most people would think that a Companies Act duty on company directors "to avoid conflict of interest" (s.175) would include transactions or arrangements between the company and a director or connected person. But it does not apply. Instead, those conflicts are covered by ss.177 & 180 (see above).

S.175 covers conflict of duties, where a director does not stand to gain or lose financially but fills two roles, in which his or her duties in one role could conflict with duties in another role. This is obviously very common in voluntary organisations where staff or board members of one organisation may be directors of another organisation. The Charity Commission has been using the term conflict of loyalties to describe this situation, and in the world of housing associations it may be called duality of interest.

The definition of conflict of interest under s.175 also includes situations arising from a director's use, or potential use, of property, information or opportunities where the director's interests could be in conflict with the company's — even if the company does not use, or intend to use the property, information or opportunity. An example could be where a director knows that the company is interested in setting up a new shared house for its beneficiaries. The director learns about a suitable four-bedroom property down the road — but his or her family is expanding and needs a four-bedroom house.... I call this opportunistic conflict of interest, but as far as I am aware no one else does, so no one will know what you are talking about if you use this term.

The duty to avoid conflict of interest under s.175 is not absolute. In a non-charitable company formed on or after 1 October 2008, a conflict of interest can be authorised by the directors provided there is nothing in the articles prohibiting this or saying a conflict of interest of that particular type is not allowed. In a non-charitable company formed before 1 October 2008, the directors can authorise a s.175 conflict if the memorandum or articles allow them to authorise that particular type of conflict, or the company members have passed a resolution allowing them to do so.

In charitable companies (and probably in non-charitable companies that are subsidiaries of charities), regardless of when they were set up, the directors can authorise a s.175 conflict of interest only if the memorandum or articles explicitly allows them to authorise that type of conflict. Unlike a non-charitable company, the members cannot simply pass a resolution allowing the directors to authorise a conflict of interest.

Where a director in either a charitable or non-charitable company had a s.175 conflict of interest (conflict of loyalties, or access to information etc that might be of use to them) prior to s.175 coming into effect on 1 October 2008, it continues to be dealt with under the old rules. So it is not necessary for existing conflicts to be authorised as indicated above. But for any new s.175 conflict, authorisation is needed. This is most likely to apply where a person becomes a director and has a conflict of duties because of involvement with another body, or a person who is already a director becomes involved in another body where there is a conflict of duties. This is likely to affect, in due course, a very large proportion of voluntary sector company directors.

Benefits from third parties
A company director cannot accept any benefit from a third party which is given because the person is a director, or which is given because they do or do not do something as a director (Companies Act 2006 s.176). There is an exception for a benefit which cannot reasonably be regarded as giving rise to a conflict of interest. This could include, for example, a small token such as an inexpensive pen given by a printing company, or a director being taken out for a working lunch by the organisation's solicitor, accountant or professional advisor.

There is no provision in s.176 for third party benefits to be authorised by the directors or company members.