Organising Files for Tenders

Organising files for tenders remains a critical part of the success of your response. Time spent finding or updating the document storage area increases the pressure of key team members.

Preparation saves time
Flat lay of business concept

Organising Files – Selection Questionnaires

The basic selection questionnaire has a benchmark document, therefore, this enables the team to create a structure for folders and the files to include.

The UK Government set the Standard Selection Questionnaire in 2016 as the UK voted to leave the EU. Adopting parts common to the EU standard and the World Trade Organisation the UK Government guaranteed a common approach to procurement and tender writing.

The four sections of the Standard Selection Questionnaire are listed as:

  • Guidance on the selection stage process.
  • Standard Selection Questionnaire Template.
  • Exclusion Grounds.
  • Frequently Asked Questions.

Organising Part 1 and 2 of the Standard Selection Questionnaire

Create a Folder in your shared drive, labelled: Part 1 – Supplier Information

Then include the following information:

  • Full Legal Business Name – therefore, attach a copy of Certification of Registration
  • Full postal address of the Registered Office – check Companies House information
  • The company website – therefore, attach a copy of the registration of Domain and give the file and expiry date
  • For Limited Companies the Dun and Bradstreet Number – referred to as DUNS Number (free look up service)
  • Value Added Tax details – therefore, attach the VAT registration file to the folder
  • Professional Registrations – certain industries require the practitioners are registered or licensed
  • Using the People Tab on Companies House information – create a copy of the Persons of Significant Control
  • All group details if required
  • For those bidding as a group or with subcontractors – create a new folder
    • enter the same details as above with the same evidence.
    • All agreements between the partners
    • the legal structure and the signed agreement to co-operate/collaborate
    • Include a full list of subcontractors and create folder for each
  • Full contact details for the person authorizing the tender response

Part 2: Grounds for Exclusion

We recommend a safe practice for those working with a large board of directors and a large senior management team. Each year circulate a copy of the Grounds for Exclusion (Mandatory and Discretionary) sections. Create a declaration of compliance with nothing to declare, or summary of information required for self cleaning statements (bankruptcy and insolvency are common points missed). Therefore, at the start of every new accounting year for the business you retain a signed declaration (this also acts as a protection to the other directors and management team).

Consequently this is required for every tender, therefore, ensure everyone reads and signs a copy.

Where appropriate create a Conflict of Interest register, this ensures that only those qualified to manage the contract are involved with the Tender Response. One mistake or inaccuracy is costly.

Part 3: Selection Questions – Economic and Financial Standing

There are 2 questions for this section and so many struggle with this because the financial standing of the business seems very personal. Therefore, the way to manage this information requires a little planning, for example, if the business doesn’t have 2 years accounts then decide what evidence you are going to use and get it together at the start of the year.

  • Cash flow forecast
  • Letter of credit
  • Bank account evidence
  • Credit history
  • Current Profit and loss statements – projected and actual to date.

Explicitly demonstrate that the financial structure of the business is stable, consequently if you need to provide evidence of investment encourage the shareholders, directors or group members to provide the necessary warranties and guarantees it is in place.

Technical and Professional Ability

Contracts, customers, and credibility, this section is designed to ensure that the business has the capacity and technical ability to deliver the works.

Let the contacts know that you are going to use their details and ensure they know what you are competing for. An example, of the perils of not informing the contacts happened when as a buyer we rang one of the businesses listed by a company bidding for specialist construction work.

Evidently, the contact explained that the service the company provided did not meet the criteria. Also, to rub salt in the wound they informed us the directors had decided never to use the company again. Therefore this ill judged contact reference created more issues.

Keep a bank of contracts and references file them in Technical and Professional Ability.

Therefore, what should be in the rest of this section? I’ll keep that for another day.

Using Office 365 SharePoint ensures that the documents are fully controlled and well managed.

To set you business up with the Standard Selection Questionnaire document management system call us or contact the Team.

Also contact the team for policy templates and SSIP accreditation support suitable to your sector of interest.

Consequently the 30 years of competitive tendering that defines the support for business and ensures our clients Win More Tenders with MarkPTrotter.

To summarize working with MarkPTrotter ensures your business has everything ready for the next bid

Business Compliance

New Business Compliance rules and standards for 2021. Therefore, the UK is now an independent trading nation.

UK Business wasn’t ready!

Employment Practice

New rules on working arrangements are now in force. These required action.

The rules focused on employment of economic migrants create new obligations. Every business needed to update policies, procedures and safe working practices.

March 2021, every week I read policies that fail a simple compliance test. Check your practice and policy against this UK Visa Sponsorship for Employers

Import and Export Compliance

Freedom of trade has been replaced by a simple process and documentation. Therefore, 12 months to prepare, businesses were still scrambling in January and February to regularize their position. Why?

Import and Export Licensing check compliance

Business Compliance Public Contracts

Business experience has taught me that companies only adjust and comply when it is absolutely necessary. Consequently, these time critical actions create mistakes and irregularities.

Therefore, Competitive Tendering is the litmus test of your business compliance.

The use of a Standard Selection Questionnaire and an opportunity specification creates the perfect measure of business compliance.

Mark P Trotter Consultancy provides the in depth review of policies, procedures and compliance at a fixed price. Understanding where your business is today improves the winning capacity tomorrow.

Contact the team, because we complete the check in 7 days and guidance steps are clearly detailed.

Win only to lose

Consequently, Winning the competition to lose during the due diligence checks is therefore, humiliating. Avoid the embarrassment, review, amend and compete.

Business is fun, learning to build in a competitive marketplace and then delivering the service is rewarding. However, “you’ve got to be in it to win it” the saying goes.

Mark P Trotter Consultancy support services has designed a range of new products for winning competitive tenders in 2021, throughout UK, EU and using the WTO rules. Contact us to access the products and training.

Successful Tenders

All Successful Tenders begin with a clear response plan. The Public Sector procurement activities demonstrate that small businesses are competitive.

Prepare to Win

Plan the Success Tender response

Learning lessons from other businesses creates a short cut to success. Therefore, here are three things clients do when they want to win.

  • Get to know the buyer
  • Pick the right opportunity
  • Research the background of the bid

Know the Buyer

This often comes across as strange, because there are clear rules about the procurement process. So “we can’t contact the buyer” is the logical response.

Getting the know the buyer is more than talking to them, look at previous tender opportunities, the companies who have been successful – ask “what do they have in common?”

The trend is there, so know where to look.

  • Review spending against the previous contract, often you find a clear indicator, do you require aggressive saving tools?
  • Read the policy documents that count.
  • Review minutes of Council Meetings on Strategy and Development
  • Learn to speak their language

Successful Tenders – Pick the right opportunity

Create the hit list of target clients, looking at their future contract spending plans and be patient.

Often businesses see the value and decide to go for the contract based on that alone. Two powerful tips:

  1. Create the contract boundary
  2. Be realistic about revenue

To mobilize a contract 5 miles away is easier than mobilizing 20 miles or 200 miles. Recognize from contract award to start date is short. Generally allow 4 weeks, set a 4 week bedding in and trouble shooting period and then 4 week evaluation of performance. Keep this simple!

If you turnover £50,000 a year who will award a £500,000 contract to you? It happens but you have to be clear on how the plan works. Safer to begin with 2 x £25,000, growth in turnover is doubled without the level of risk. Once the contracts are performing add 2 x £40,000 plus contracts. Within 18 months you’ll be winning £500,000 contracts. Have a realistic growth model.

Where can I find the right opportunities? Do I have to pay for the service? Two free sites for you to review a couple of times a week:

Sign up with the procurement portals and set your alerts properly. Cutting corners and bidding for everything will keep you busy, it makes successful tenders very challenging when looking at value for money.

Success Tenders – Research the background

Every Public Spending Review weighs the value for money in services that Government procure. Therefore, the Civil Service invest time and resource to present a clear rationale for the spend. That spending rationale responds to key themes in Government.

Right now if you want to be successful the cross cutting theme that creates interest remains “Protect the NHS”. Then look at Social Value and what it means to the department spending, what are they doing? Equality, inclusion, youth employment and education are constant messages that raise the evaluation scores.

Be bold and read everything about your prospective client because you are going to want to keep the contract for years.

Success Tenders – The Incumbent

Surprisingly easy to beat because preparation begins late for most incumbents. However, the opposite should be true. In another post I’ll explain how to beat an incumbent. Preparation for A successful tender rebid begins as soon as the mobilization process is complete and as the contract rolls on builds the additionality and added value for the next time you have to tender.

Sales Point

Successful Tenders begin with a structure, foundation and strong direction. Know the plan, share the plan and keep to the plan.

For winning to become a habit prepare for every bid as though it were the first.

Never lose sight of the objective – making money follows planning excellence.

To find out more contact us

Small Business Sales Teams

Access to the right tools

Generating a customer base is a real challenge. The crowded marketplace requires skilful nurturing. So once a business has some momentum the lightbulb moment, “hire salespeople”.

A good salesperson is worth between 10 and 20 times their salary. So it is a great idea.

Generating leads

Interviews over and the salesperson starts on Monday, “they’ll know what they are doing” is the recipe for disaster.

Three things need to be clear:

  • What they are selling
  • Who they are selling to, and
  • Who generates the leads

Often I support businesses who think that from a standing start a sales team can generate new leads from old contacts, you are lucky if that is the case.

So here is the first simple tip #1 – agree that all leads wherever they originate go through the sales team.

markptrotter 2019 “why sales fail”

This has been reinforced by recent experience, a fast growing business introduced sales people but the central office took all enquiries and they responded to opportunity. Building the confidence in your team requires just one simple rule – “Our Sales Teams do the selling!”

It has to be a business mantra. No one would send an office administrator to fit a gas boiler of build an extension, but the work comes through the office and is scheduled for the skilled staff to complete. Selling is described as an art, however, it is really a finely tuned set of tools.

Build Sustainable Relationships with your Sales Teams

Like every member of your business they are expected to pay their own way. For sales people set achievable targets, reward immediately and demonstrate the respect you have for their specific skills.

Remember “Cold Calling is very hard” the best people at that are Jehovah’s Witnesses because they have spent years training to achieve one result. So don’t expect from a sales team results that struggle because you haven’t created the strong infrastructure.

Problem Solving Sales Teams

From personal experience as a sales person and as an employer I am convinced that if you give the team a challenge and let them solve it you have identified a recipe for success.

Selling is fun, pressurized and rewarding, when you are good it is great! However, when the sales aren’t coming in you don’t need reminding. As a business owner look at what the support is achieving.

In a recent example I noted above have just got through 4 sales people each one having to build from scratch. The fifth has been supported by the 4th who has just left. Remember when the first point of call doesn’t pass on the enquiry the sales team can generate the leads and someone else closes the deal.

It is a small business failing.

We are moving out of the economic restrictions, there is a world to do business in so set you sights high, venture into new markets and never be caught relying on the NHS to treat your work force.

It is time to insist on private health insurance as one of the perks of your terms and conditions.

Protect the NHS by leaving it for those who can’t afford access to private healthcare.

Sales Point

My business is focused on growing other businesses. Creating the infrastructure and generating income that ensures development and progress. Call or fill in the contact form

Looking for “High Quality PPE” Nitrile Gloves, Gowns, Lateral Flow tests and COVID prevention solutions contact Samina Khan at CSC Cleaning Solutions Contractors .

Another COVID protection tools and innovation is the use of UVC Lighting for more details please contact the team at AED Group for additional direction on how to install this innovative response to COVID protection.

Charity Trustee

Here is a bold statement, everyone who can qualify needs to volunteer as a Charity Trustee.

The sector relies on the Charity Trustee to function effectively.

Those who donate know that Charity Trustees are rarely paid to fulfil the time-consuming role.

Diversity in Trustee Backgrounds

Why Volunteer to be a Charity Trustee?

The stock phrase is “to give something back”, that isn’t really a good reason. Consequently, the question is accompanied by what can you achieve as a Charity Trustee? Will and does it make a difference?

Here are three reasons to think about:

  • You are needed
  • The skills and experience you bring are valuable; and
  • the work needs to be done

Odd reasons for many, because they focus on what the experience gives them, however, charity is philanthropy and benevolence in action!

Yes, it is true – whoever we are there is a critical place for us in supporting the most vulnerable in society, changing lives through direct action.

I Give Money!

It’s not just about the Money – without help, this person will be still in this place tomorrow

Money is a tool the real gift is your time, your skills and your passion. Does something mean a great deal to you? Is someone going through the experience you have endured going to help more by people who have an academic understanding or by you as a survivor?

Raising money makes little difference to the running of the charity, and I often hear doners say “where does the money go? how do they justify that expense?” The answer is without your voice in the Boardroom or at the trustee meeting that important message will be missed.

Money achieves little without volunteers at all levels of the charity and the best example is always set by hardworking and dedicated trustees.

It Is All About the Gift!

Let me share an experience with you. My first three trustee roles were very challenging because the charities had issues with finance and I was asked to help sort out the issues.

With the task defined I literally got on with a job that the Trustees should have been doing for years. Once complete there was no further use for my skills, at the next AGM I couldn’t give a good reason for the membership to vote me back in.

The impact was shocking because it was then I realized I had no idea about the Charities, their purpose and how they benefitted others. Consequently, I was the wrong person for those charities (although my skills were useful to the charities my personal investment was nil).

Therefore the next charities I chose, I was recruited for my interest and what I could give. Consequently, changing my approach to volunteering as a Trustee resulted in a real personal investment.

Bring your gift! Bring your Talent! Share your skills! Be philanthropic with yourself.

Because you build your personal confidence, professional business skills and stay in touch with those who most benefit from your support.

Why am I passionate about Charity Trustees?

The local trustee is in decline, national charities use the media to get into our homes to highlight problems. They want your money.

Consequently, let’s turn our attention locally there are real issues and problems, communities, individuals need support and only those who live close to them can help. Therefore, that requires time, management, resources, and us!.

The Charity Trustee creates that.

Need to know what a charity trustee does? What responsibilities they have? and understand the rewards of volunteering? Contact me to discuss how we can help you find the right charity for you.

Therefore, are you looking for new trustees, looking for direct and simple training for trustees, contact us.

March 2020 Newsletter – New Growth

March Newsletter

The March Newsletter has three key topics

New Growth

Having decided where your business needs to be in 2020, the next step requires a strong plan.

Learning from your past development pace you know what pace the business will move at, however, new growth in business works differently.

Three reasons why:

  • Energy
  • Excitement, and
  • Action

We often think of ourselves as pragmatic when we have matured, but we still love the anticipation off something new. 

Last week I had a conversation with a business that had hit a wall when their major client announced the contract would be ending at least 6 months earlier than projected. 

The senior management team focused on the issue with the client but that announcement will not change. So the business has 4 weeks to do something. 

A director rang and asked did I know of many clients who would step in before the end of April? The due diligence on a new contract will take 8 weeks so this was unlikely to happen.

Change Direction 

This was an interesting dilemma, but after an initial conversation, new growth and diversification as possible. 

The immediate impact taking this idea to the senior management with a few potential opportunities and suddenly everyone was engaged. The whole team worked through the weekend and by Tuesday the new service was ready for a test run. 

From this one area of new growth, the directors have now put together a new plan. April will run its course. The contract will close but the staff is already looking beyond.

Business Development Nurturing Growth 

The key to new growth is developing your strengths not the same client base but the strength of your team, employees and grasping opportunities.

List all the skills, match them to opportunities and then review how to nurture this potential growth. 

Not everything will work, however, everything will empower your greatest asset. 

Business Life is all about making the next opportunity, failing to look for it is missing all the potential new growth.

Simply Business

March Newsletter

Finance – Insolvency

There is a popular definition of Insolvency:

Insolvency is the state of being unable to pay the money owed, by a person or company, on time; those in a state of insolvency are said to be insolvent. There are two forms: cash-flow insolvency and balance-sheet insolvency. (Wiki)

However, many business owners trade on the next payday principle. If money is coming in that will cover the next due invoice we are still solvent. 

Nice idea but it can create a problem. One failure to pay your invoice has a ripple effect often delaying your ability to pay bills, a second invoice payment delayed can create the tsunami!


One of my clients delayed their payment of my invoice no big deal but it was a breach of terms. So I sent the reminder, they promised it would be in the bank by the end of the week. It wasn’t. 

40 days had passed so learning from a brilliant young businesswoman, I started insolvency proceedings, shocking my client. 

They rang me to explain one of their clients hadn’t paid them a substantial sum and the dispute had caught my invoice in the delay. 

We resolved the issue, and when it was finished I asked the company how they traded. The hand to mouth approach and they traded on the edge of insolvency. 

A couple of years later they crashed and burned as a business because of their debt modeling and hand to mouth existence.


  • Keep at least one month ahead of your incoming bills.
  • Talk to your suppliers and be honest with them
  • Never enter an agreement if you can’t guarantee the bill will be paid.  
Giving Locally March Newsletter

March Newsletter

Charity Begins Locally

Last week I was stopped in the local high street and asked to contribute to a National Charity.

I asked the young person (who didn’t work for the charity) how much goes to the people who need it? “Oh, most of it, about 35%”

Two issues here, the understanding of the maths and then lack of accuracy.

Having been a fundraiser for many years this corporate approach sticks in my throat.

Donation realities

Play the game a give without asking I am often told. However, checking some home truths is always useful. For example how £3 donations a month are required to pay the CEO and the NED’s of the charity? In one case it turned out to be over 10,000 doners.

Another fact that it is worth clarifying, playing a lottery means that the bulk of the funds raised go to the good causes. Not true, the range is 10% to 30% the rest is tax and the profit-making business behind the lottery.

So if less than 30 pence goes to the good cause how could we support those in need better?

Tax effective giving

Gift Aid is the obvious choice, for every £1 donated the charity or sports club can claim from the HMRC.

Small Cash Donation Schemes, same principle, give and the government gives if you pay tax.

There are other measures as well.

Give locally and to groups run by volunteers and 100% of your donation goes to the cause of your choice.

Contact us for more insights and to receive our opportunity mailing

Governance Review

Charity Blogging

Governance Review

I wrote my first article on charity governance over 30 years ago and things don’t seem to change much. Introducing our Governance review service.

A local community-based charity asked for help. The Trustees needed to understand their role.

Initially, the focus was on roles and responsibilities. However, the real issue was the Trustees were not allowing staff to do what they thought should be done.

Two trustees were asking difficult questions.

What is the role of a Trustee?

The role is explained in the Charity Commission publication “Charity trustee: What is involved?”

Point 2. Comply with your charity’s governing document and the law

I asked for a copy of the Memorandum and Articles of Association. No one had a copy.

Consequently, who knew what they were doing?

The Review Process

There are four stages to my review

  • Objects
  • Powers
  • Process
  • Evidence of compliance

The outcome challenged the whole Charity.

Consequently, none of them knew the original objects of the charity. They hadn’t looked online and they certainly never thought to ask for a copy.

However, instinctively they knew that they were collectively and individually accountable.

Drawing the Line

This style of review leads to real change. Therefore, this empowers and enables. Subsequently, fundraising suddenly becomes easier, and management more effective.

Use this support to draw the line under poor practice. Enable and empower the charity and serve the community you were set up to serve.

Contact me for more information about the Governance Review Service.

Two Parts to a Tender

The PC and Coffee

There are two parts to a tender.

  • The Company Information
  • Quality Response (or offer)

Company Information

It is a “Ronseal” section. However, there are clear pitfalls.

Some of the things you are required to provide:

  • Company Details
  • Registered and Postal address
  • Structure (Sole trader, Ltd, Partnership, PLC)
  • Date and place of registration
  • Registration numbers (make certain it is the right number)
  • DUNS Number for Limited Companies
  • Professional registrations
  • Mandatory exclusions and
  • Discretionary exclusions

A very simple starting point, now the primary requirements:

  • Accounts or projections
  • Insurances
  • Business Continuity Plans
  • Policies
  • Pre-Employment checks

Technical experience follows:

  • Organization Chart
  • Management accountability and reporting
  • Staffing
  • Operational and Administrative functions
  • Training information and records
  • Similar services provided

All backed up by:

  • References
  • Examples of contracts and values
  • Quality assurance and controls and
  • Business description

All of the information required should be held in one place and updated as necessary. Therefore, that means the first section can be completed in house.

Managing information

All too often clients begin by saying we’re too busy to keep on top of this. It isn’t true because how you set up your management of information dictates just how difficult this is.

For example, my clients use a range of document management tools, for example, the top three are:

Take the time to learn to use these tools and automate as much as you can.

Online Portals

Registering with your preferred buyer means that you must know what Online Portals they use and where they publish opportunities.

Take time to set these up with the information you have already gathered and ensure that you update stored documents.

Use the Portal Alerts to email you as soon as the opportunity is published.

In a later post, I will introduce you to “Through the Portal”

Why do these yourselves?

The simple answer it saves time and money. If you complete the Portal information then the core answers self populate and you need only pay for the parts that need a direct answer.

Competitive tendering is all about effective preparation and it saves money and time when completed properly.

For example, just completing all the core information can save you a half-day of charges that a bid writer will charge. If I do it for you it is generally an hour of my time.

The Quality Response

Two parts to the tender, part 2 is the challenge.

Understanding the language of the question is a critical part to scoring well. Here are common examples of phrases used: (we will return to these in a subsequent post)

  • Please provide an account of…
  • How would (not does)…
  • Please explain how you would…
  • How does your organisation…
  • What systems and processes…
  • Demonstrate your approach…

I get asked what do they mean by…? and the because of the specification we know how the buyer expects to receive the product, therefore, we should be able to work these points through. None of the questions deserve a two-line answer or refer to policy document xyz.

Competitive tender writing requires discipline, structure and clear organization. Winning tenders are written by individuals with a clear understanding of what you are selling and how it benefits the buyer.

Consequently, there are two parts to every tender document, one is easy to prepare for, all questions can be pre-empted. Therefore, spend time with your bid writer(s), cover these points, provide examples and check the detail.

Winning becomes a habit once the training process is in place.

The Offer of support

I am happy to run the whole process for you, however, I also enjoy working with your teams and mentoring them as they enhance their skills as bid writers. Additionally, training days are available tailored and general.

Contact information 30 years of writing winning submissions enabling you to stay ahead of your competition.

Expansion: Borrowing to grow

It seems to be about the money

The recent business failures are due to the approach to group expansion.

Thomas Cook Group expanded on a wave of optimism. Servicing the debt would be easy in those market conditions.

The expectation that assets remain stable and creditors won’t get nervous is the common view. However, the reality is that lenders aren’t interested in the long term.

Thomas Cook PLC establishes this, first the banks require an additional £200 million then they increase this to £250 million. This action cascades the demise of the business.

Borrowing versus Investment

My personal approach to expansion has always been pragmatic, never buy another business, it adds to the risk. Use new money to expand, never link it to assets alone. Never borrow from a bank, high street or commercial lender.

A new investor requires some equity or incentive to join the journey. They stand to lose and need to engage to protect the investment. Also, they understand the risk.

Therefore, my approach is self-fund expansion, where that isn’t the option, find the right investor.

The “Right” Investor

  • The investor understands the business
  • The Investor recognizes that they profit from the expansion
  • The investor has a real stake in the success
  • The Investor must be involved

Borrowing against a business plan is viewed as a safe option for business owners. However, actual versus projected performance complicates matters.

Banks protect investor funds, therefore, reducing the risk. Consequently, the Bank is forced to react.

Therefore, cut out the bank!

Expansion through Investment

The need for a clear approach to staged growth and expansion underpins the investment strategy.

Ask simple questions: why the expansion is required? who will gain? how long will it really take?

Therefore, use three lines of projected performance, the:

  • Desired
  • Actual
  • Minimum

Explain the risk factors. Report performance monthly.

Investment Strategy

Consequently, planned expansion needs a clear strategy.

“Like a joke, it has failed when you have to explain the punchline!”

Contact us for more detail on how to attract investors with a powerful Investment Strategy!

Charity Sector

The Charity Sector is failing to meet the needs of local communities often because there is a lack of funds or because the skills have been lost. This needs to be addressed Nationally.

Having a social conscience in business is often used to demonstrate that an individual is “giving back” to society. Many are rewarded and applauded for doing so. Truthfully the accolade is the driving force for many from all sectors of business and the public sector.

However, to truly “give back” we have to invest something of ourselves without seeking a reward. Using our talents in ways that enable and empower Charities and Not for Profits.

“The 3rd Sector”

“The 3rd or Voluntary Sector and not for profit organisations” are certainly awful labels for organizations that reach into the challenging areas of modern life and support individuals.

These institutions have never been somehow second rate or less than brilliantly resourceful. Often pioneering and innovative, their reliance on “living social capital” to support those needing investment is exemplary.

Most are served the scraps from the table. Lottery, large appeals like Children in Need and Comic Relief or Cancer Research appear to make the sector appear well funded.

The History of Modern Charity

Fundraising Cloud modern propaganda tools

In 1998 the team of consultants working in Plymouth for an organization called Plymouth Community Partnership was asked to explain the history of Charity.

That research took us through a range of formulae and structure, trusts and charters, covenants and arrangements. All required benevolence and philanthropy from those engaged in the service. However, with the development of the National Lottery, the Modern Charity (Community Project) with its professional staff materialized.

Oh, what damage this has caused. The so-called professional gives personality to the words of Alexander Pope: “A little learning is a dangerous thing; … There shallow draughts intoxicate the brain,”

As a society, we are blessed with the Internet and Google, a digital presence, social media and just giving pages. How these tools are abused and how misinformation creates a false picture of the sector really saddens those with social values.

Charity Sector’s Abuse of Trust


A Lyrical endictment

As CEO of Charity and senior management with management years of paid and unpaid work in the sector, it saddens me to report that the larger charities have abused the public.

How can a charity that accepts donations from pensioners and those limited incomes use funds to pay “professional” staff £100,000 and more? Why do trustees get away with poor governance practice and a lack of accountability? The Charity Commission is an excellent public sector tool but over the years its relationship with external institutes has emasculated the role it plays.

This is an abuse of trust. Don’t take my word for it check the charity register and if you support a charity find out how much the CEO is paid. As one of my colleagues once said: “as we have to ask for – donations and grants, it can’t end up in our pockets”.

Staff are needed and they need to be paid. The living wage mandatory. Staff must be rewarded for their hard work. So how do charities meet the challenge and “fund the frontline staff properly!”

Why Can We Say this?

Our team are experienced advisors, fundraisers and trainers, therefore, we have clear values and provide the support needed.

We provide services that many charity trustees find challenging to cover, for example:

  • governance updates,
  • advice and support,
  • accounting and reporting,
  • fundraising management.

These services are designed to fit the structure of the charity and the purse.

Presenting monthly accounts reports takes very little time once we have all the information, for a treasurer this whole process can take hours. Consequently, we enable the trustees to use their resources effectively.

Are we professional charity workers? Yes, and No, we earn the bulk of our income working with commercial operations. However, organizations that need our help, contact our professional services.

Please contact us for more information.