Search
The business of a charity is run on the principles of strong not-for-profit governance, a clear system of delegating accountability and a set of values and policies that guides our behaviour. Beatbullying as a charity has delivered an exceptionally strong performance in the years following our humble beginnings.
Driven by rapid expansion in the London boroughs and growth from a regional charity to a national charity with international reputation, income has exponentially grown by over 200% in the last two years. This means more funders believe in the work that we do at Beatbullying. Staff strength has also grown by a 100% from 20 as at December 2007 to 40 permanent staff by April 2008, excluding volunteers and interns.
The Board and senior management of Beatbullying have overall responsibility for internal control, including risk management. We agree appropriate policies that will safeguard the achievement of the Charity's objectives. The Board considers and approves the Key Risk Register and the mitigating actions. Also, consideration is given to where future opportunities and risks lie which helps shape our overall future funding strategy. Executive management is responsible for identifying, evaluating and managing financial and non-financial risks. It is the Executives' role to implement and maintain the control systems in accordance with the Board's policies and in line with best practice for charitable organizations.
We manage a broad range of financial and non-financial risks, including social, ethical and environmental responsibilities. The construction of the Key Risk Register takes into account all these matters. A reserve policy has also been put in place. This has been carefully designed to cater for contingencies and any unforeseeable circumstances and the purpose of this policy is to establish the necessary reserve funds to meet unexpected financial contingencies and maintain the financial solvency of the charity.
