Article Review: Analysis of Charity Governance and Management Articles

This report provides a critical review of two articles related to charity management and governance. The first article, "Faith and hope don’t run charities (trustees do)," emphasizes the importance of effective trustee management and decision-making within voluntary organizations. The review analyzes the article's perspective on the role of trustees in strategic planning, financial responsibility, and organizational development. The second article, "A Code for the Voluntary and Community Sector," focuses on the principles of good governance within the voluntary sector, highlighting the significance of transparency, accountability, and adherence to established codes. The review critically assesses both articles, discussing their strengths, weaknesses, and relevance to practical application. The report also includes a critique summary, acknowledging the need for statistical data and addressing the potential for both positive and negative aspects of trustee responsibilities. The report concludes by emphasizing the importance of adaptability and the need to consider external factors, such as economic uncertainties, when applying governance principles.

Article Review

Contents
Introduction.........................................................................................................................................3
Critique the articles.............................................................................................................................4
Critique Summary...............................................................................................................................5

Introduction
This assignment will include reviewing two articles While doing this it is important to
conduct critical thinking providing conclusions and any recommendations from this article.
The two articles that have been chosen for this assignment to accomplish a detailed review
are ‘Faith and hope don’t run charities (trustees do), (2012)’ this is a constructive guide for
voluntary members of management committees which was written by Wales council for
voluntary action it gives you a better understanding of what things you need to expect when
managing. This article was published in May 2012 by Wales council for voluntary action.
The second article chosen is ‘A Code for the Voluntary and Community Sector,
(2005). which was published in July 2005’ by NCVO on behalf of the National hub of
Expertise in Governance. This article focuses on the key principles needed when working in
the voluntary and community sector gives you some important information that can help you
later. From the two articles provided you should get a better understanding of how managing
in the voluntary sector works (Gazley and Nicholson-Crotty, 2018).
The reason these two articles were chosen is that as someone working in the youth
and community path, later, it could help managing a charity or business, fundamentally, I
know how the structure works to reach targets, these articles will allow me to gain the
relevant knowledge needed. According to article A Code for the Voluntary and Community
Sector, (2005).
The key points being made in this article is that it helps trustees deal with their
management responsibilities which comprise strategic planning, being responsible for the
development of the organisation, leading people and finances, and making arrangements in
the interest of the voluntary organisation. However, according to Article 2 this is a good
practice approved by this handbook which applies to all trustees of voluntary organizations,
whether they have charity status or not (Golensky and Hager, 2020).
Another key point made in this article is that it encourages people to ensure that they
have business and development planning set up to assist them when setting up a business.
According to Article 1 this idea is to encourage voluntary organizations to produce business
plans which will make them more business-like in the management of their activities is sold
enough. Whereas in article 1 the key points are different this article focuses on the
governance a code.

According to Article 2 in this sector, trustees take necessary responsibility for the
governance of their organizations. One the other hand governance is not a role for trustees to
achieve this alone the more they work with others it helps the organisation run smoothly
(Steele and et. al., 2019).
Critique the articles
The two articles, that are specifically being taken into consideration are Faith and
hope don’t run charities (trustees do), (2012) and the other one is A Code for the Voluntary
and Community Sector, (2005), where if it is critically analysed and thought of the first
article then it can be said that just hoping for something good and carrying hope for the best
for everyone is something that may not work while running a charity. It is much needed for
trustees and board to consider and ensure that they work efficiently, and receive the
information as well, which would aid them in taking the right decisions. However, based on
the statement of this article is somewhere right as well as in some situations it is wrong. It is
said because, until and unless an individual is not having faith to do something for others or
to have hope to improve standards of living, then he/she being a trustee will not perform any
sort of charity-related activities. Therefore, it is must for an individual to carry faith as well to
develop a charity a fruitful one Faith and hope don’t run charities (trustees do), (2012).
On the other hand, in relation with article 2, it can be said that good governance is a
code for the voluntary and community sector, which is rightly said as good governance
means following the principles and codes that make the best use of resources and are also
good for the society. By following the codes, the trustees have all the information in a
transparently manner and if required they can show that (Owen and Taira,2015).
If the organization follows the codes then they stall, service users and members will
have clarity of information and will work accordingly which will help in achieving the goals.
The principles are relevant to different sizes and type of voluntary and community
organization, so it may vary where and how you use the principles and apply them according
to the situation. The code compiles the legal requirements; it is better to work with these
codes. As all the codes cannot be applied to every organization, they try to fulfil the codes
that are suitable for them, as these voluntary and community organizations vary in activity
and size. The codes are used to reward and support the board for their work A Code for the
Voluntary and Community Sector, (2005).
As it is not mandatory to fulfil these codes but it is good to follow them and if you
have used the code, mention the same in the annual report which will work as evidence also if

there would be any requirements. Smaller organizations are basically said to focus on
principles of these codes and not to go in more details Andrew, (2014). So, by following
these codes voluntary and community sector would be able to work in a transparently, and it
is not necessary to fulfil all of them so they can use code according to the situation.
Critique Summary
Both the articles are well written, but if we talk about authenticity it requires the use
of statistical figures. Here in these articles, there is no use of numeric data which should have
been there to improve the reliability to the facts. It is believed that supporting evidence is
necessary after stating things so the use of facts and figures in terms of numbers would have
helped to understand better. The article was talking about faith and hope on trustees wherever
there are so many situations when this trust is taken advantage of, they can use the money the
amount of charity for their personal use and manipulate the books or even can use the amount
and don't even show that so the article should also talk about the negative side also
(Michalski and et. al., 2018).
As all the situations can turn into two phases positive and even negative, so there are
also chances that the trustees break the trust and take undue advantage of the faith shown in
them. The next articles were about codes to be followed for good governance which is rightly
said but it is not possible that the situation of organization is that they can follow the code. As
we have recently seen the case of COVID-19, where the business was shut down like
anything else, so following the principles in every situation is not possible (Krawczyk,
Wooddell and Dias, 2017). There are uncertainties that may arise, and all these principles
cannot help at that time. So, the article must have thrown light on such situations also.
According to Panel, (2020) the prospects for the economy will depend essentially on the
spending decisions that households and business make. Because the future is unsecure,
households and business will now have to make these spending decisions based on their
expectations of businesses.

REFERENCES
Books and Journals
Andrew, D. T., 2014. Philanthropy and police: London charity in the eighteenth century.
Princeton University Press.
Tickell, J., 2005. Good Governance. London: NCVO.
Owen, S. and Taira, T., 2015. The category of “Religion” in public classification: Charity
registration of the Druid network in England and Wales. In Religion as a Category of
Governance and Sovereignty (pp. 90-114). Brill.
Golensky, M. and Hager, M.A., 2020. Strategic leadership and management in nonprofit
organizations: Theory and practice. Oxford University Press.
Steele, S. and et. al., 2019. Are industry-funded charities promoting “advocacy-led studies”
or “evidence-based science”?: a case study of the International Life Sciences
Institute. Globalization and health, 15(1), pp.1-8.
Michalski, G. and et. al., 2018. Can we determine debt to equity levels in non-profit
organisations? Answer based on Polish case. Engineering Economics, 29(5), pp.526-
535.
Krawczyk, K., Wooddell, M. and Dias, A., 2017. Charitable giving in arts and culture
nonprofits: The impact of organizational characteristics. Nonprofit and Voluntary
Sector Quarterly, 46(4), pp.817-836.
Gazley, B. and Nicholson-Crotty, J., 2018. What Drives Good Governance? A Structural
Equation Model of Nonprofit BoardPerformance. Nonprofit and Voluntary Sector
Quarterly, 47(2), pp.262-285.
Online
Faith and hope don’t run charities (trustees do). 2012. [Online]. Available through:
<https://wcva.cymru/wp-content/uploads/2020/01/WCVA-Faith-and-Hope-Dont-
Run-Charities.pdf>.
Panel, T., 2020. The Impact Of Covid-19 On Businesses’ Expectations: Evidence From The
Decision Maker Panel. [Online]. Bankofengland.co.uk. Available at:
<https://www.bankofengland.co.uk/quarterly-bulletin/2020/2020-q3/the-impact-of-
covid-19-on-businesses-expectations-evidence-from-the-decision-maker-panel>
[Accessed 17 November 2020].