Helen Stephenson CBE, CEO Charity Commission for England and Wales
We know from our research that the public care that charities are making a difference, that they are living their values and that they are ensuring that they use their resources as efficiently as possible to support the purposes for which they were set up. So that means that reporting literally builds trust. It means that the public can understand where their times volunteering, where their money, where their support goes and they can be clear that that’s making a real difference to the people and the causes they care about.
Daniel Chan MBE, Director, PwC
Charity reporting has evolved over the last year. What's been particularly impressive is how they've communicated their purpose and impact in a clear and engaging way, bringing to life what they do, why they do it, and the difference they've made. Linking to that is also the way in which they've shared in an open and easy to understand way their finances, how they've raised their money, managed it, and spent it delivering their outcomes. It's also been important for charities to frame their achievements and activities in the sphere in which they've been operating in. Public trust is vital to charities and the charity sector and reporting has an important part to play in helping to build this public trust.
Francis D’Souza, CFO, Save The Children UK
I guess my advice would be there's lots of great reporting out there from numerous different charities, and I think frankly, just take a look at all the different reports and whether they're shortlisted by PwC currently or previously, and just cherry pick the things that work best for you and tell your charity story.
Gareth Davies, Controller & Auditor General, National Audit Office
So, great reporting by public bodies to build trust is open, transparent, and balanced. So not just selectively quoting successes, but focusing on challenges as well. It's also accessible and clear, so in plain English, concise and is signposted to where more detail is needed. And then finally, it's timely because late assurance is very little assurance to stakeholders. So what it's all about is engaging people rather than treating as a compliance exercise.
John Beswick, CFO, Great Ormond Street Hospital
I think there's three things that I would really encourage when looking to develop reporting. I think number one is to start with why: the purpose of an organisation, and to really put that at the fore of communication. I think the second piece is to be relevant to your stakeholders. Really think through who are the stakeholders of your reporting and really speak to them. And then thirdly, authenticity: an authentic update in your, your reporting around how you're getting on with strategic and operational ambitions.