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to look after the ever-growing number of sisters needing increasing, and increasingly expensive, residential and nursing care.
OUR FUTURE PLANS ARE “BUSINESS AS USUAL”.
DO WE NEED TO INCLUDE THIS SECTION IF THIS IS THE CASE?
The answer is "yes" but it is more than appropriate to state that the charity’s trustees do not anticipate any signi cant changes to the charity and its activities over the next few years.
Where key events or changes are anticipated then these should be agged. For example, this may be more relevant for those religious institute charities that still operate schools and/or care homes where there may be major capital expenditure planned, restructuring or actions following inspections from regulators. Similarly, where a major property acquisition or disposal is planned this should be referred to in this section of the report.
WHAT IS MEANT BY STRUCTURE, GOVERNANCE AND MANAGEMENT?
The report needs to give the reader an indication of how the charity is constituted, its governance and management structures. For example, information normally given would include:
A description of the charity’s governing document e.g. trust deed or constitution if a charitable incorporated organisation (CIO)
Details of its trustees. In the case of a religious institute charity it will often be necessary to provide an explanation of both the canonical situation and the civil law situation and reconcile the two
An indication that the trustees have the expertise and experience to take responsibility for the charity and its activities. Often this will include explaining that all (or the majority) of trustees are members of the institute and it is often helpful to provide a few brief biographical details to highlight the relevant experience of each person
An indication as to how trustees obtain an understanding of their role as trustees
A description of who constitutes the “key management” of the charity. Key Chapter 8 163
