intertwined with and underpinned by, a charity’s accounts for the financial year - to demonstrate their charitable purpose, achievements and future plans, as well as provide greater insights into their financial resilience. However, reporting is not necessarily about saying more - often, less is more - but it is about continuous improvement. If readers can’t see the wood for the trees, that is also a barrier to highquality reporting. Reporting that is open, balanced and authentic, and clearly communicates their purpose, strategic priorities and values in the context of the sphere in which they operate, can help to bring what the charity does to life. Charities staying true to their purpose is at the heart of building public trust, and it remains critical for charities to communicate and engage effectively with their key stakeholders in ‘walking the talk’, ‘living their values’ and demonstrating their contribution and impact to their beneficiaries and wider society. Any final thoughts for charity trustees? It is an exciting, albeit uncertain, time to be involved in the charity sector. I would encourage all trustees (and those who are interested in becoming trustees) to actively engage with a wide range of areas. In many respects, the issues facing charities are often similar to those in the corporate world, albeit with a different lens. While charities can learn from organisations beyond the sector, charities should also not shy away from being an example to companies in their areas of strength. PwC London - www.pwc.co.uk “While charities can learn from organisations beyond the sector, charities should also not shy away from being an example to companies in their areas of strength. “ Finance Monthly. Bank i ng & F i nanc i a l Se r v i ce s 33
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