KCHC Annual Review 2023-24 WEB Singles - Flipbook - Page 37
Governance
information on the Charity and the Foundation Trust.
Trustees give their time freely; no remuneration was
paid to them nor were any expenses claimed by them
in the year. Trustees are required to declare all relevant
interests and withdraw from decisions where a
conflict of interest arises. The Board keeps a register of
interests for Trustees and senior staff, and the details
of related party transactions are disclosed in Note 6 of
the financial statements.
Responsibility for managing the Charity daily is
delegated to the Chief Executive. The Charity’s
governance framework sets out how these powers are
delegated and defines limits of authority for approval
of financial transactions.
Code as it develops and grows its activities per its
strategy.
The Board reviews their effectiveness annually with
an independent view every five years. In 2023/24,
a specific review of the Committee structure,
membership and effectiveness governance was carried
out. The outcomes of these reviews were shared with
the Committees and reported to the Board. Actions
are being taken through the Charity’s operating plan
and the new strategy is being implemented.
There are a number of priorities agreed in the Charity’s
strategic plan that will also address recommended
practice set out in the Code. These are:
1. Ensuring the Charity’s key policies and procedures
continue to support, and are adequate for, the
delivery of the Charity’s aims and, in particular, the
development of its fundraising activities.
Governance framework
The Charity’s governance framework sets out:
• The role of the Board of Trustees and an annual
Board schedule;
• The process for Board recruitment;
• Job descriptions for officers and the process for their
appointment;
• Arrangements for the conduct of Board meetings;
• The scheme of reservation and delegation;
• The committee structure and terms of reference;
• Policies and procedures for financial management,
and performance and risk management;
• Governance policies, including Conflict of Interest
and Trustee Code of Conduct; and
• Policies for governance review and development,
including skills, experience, diversity audit and
individual and collective appraisal.
The Trustees recognise that good governance in
charities is fundamental to success. It also enables
compliance with the law and relevant regulations,
and it believes that it has robust governance
processes appropriate for the size and activities of
the organisation. The “Charity Governance Code for
larger charities” outlines best practice principles and
recommended practices. The Board will continue to
review its governance processes by referencing the
2. Evaluating the Charity’s impact by measuring and
assessing results, outputs and outcomes.
3. Developing a more comprehensive process for
ensuring regular communication with the Charity’s
stakeholders, including its beneficiaries.
The Board recognises the benefits to the Charity of
taking further actions to establish a more diverse
and inclusive organisation in addition to increasing
the diversity of the Board. There are actions in place
within the Charity to embed the principles of equality,
diversity and inclusion throughout the Charity’s
people strategy and processes.
This consists of implementing a ten-point plan to
ensure that our staff, volunteers and those applying
for such roles are treated fairly and with respect, are
recognised as individuals and are valued for their
contribution. In addition, we wish to ensure that they
will all receive fair access to training, development,
reward and progression opportunities.
Pay policy for senior staff
Members of the FAIRC approve the salary levels of
senior staff. They are based on reviews of comparable
positions in other London-based voluntary
organisations of similar scale and complexity.
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