Charity news Helping you to keep up-to-date with developments in the Charity sector Spring 2016
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Charity news
Helping you to keep
up-to-date with
developments in
the Charity sector
Spring 2016
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Introduction
We are delighted to bring you our latest edition of Charity
News. This issue looks at some of the important issues facing
many of our charities - including the new Charity SORP, the
Companies Act 2014, the Director’s Compliance Statement,
Strategic Investment Planning for Charities and the new
Lobbying Act.
We hope that this issue provides a reminder to you of recent
developments in the sector and prompts you to shine a light on
your charity to identify changes required to protect and
enhance your organisation.
If you would like to discuss any aspect of this newsletter, or any
other challenges that your organisation may be facing, please
contact your regular PwC contact or any of our Not for Profit
Team noted on page 16.
Aisling Fitzgerald
Director
Charity News Editor
PwC Charity news 2
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
The new Charity SORP – Timelines to Consider
The implementation of FRS 102 and the
Management
A new charity SORP was published new SORP presents a real challenge both should start
in the UK in order to provide
guidance on the application of the
in terms of practical understanding of the considering
new requirements and what they will
FRS 102 accounting framework. mean for individual institutions. Charities how best to
The SORP also provides guidance are not permitted to follow FRS 101. plan for these
to the charity sector on areas
where FRS 102, the new UK and While in Ireland we await the regulations
changes...
Ireland accounting standard, is from the Charities Regulatory Authority in
silent or where guidance is relation to the form and content of the
considered necessary. FRS 102 is financial statements and annual reports of
effective for accounting periods charities, the SORP is considered at this
beginning on or after 1 January point in time to be the best point of
2015. reference.
The implementation timeline is
summarised below:
January 2016 Early 2016 16 April 2016 31 October 2016
CRA submits draft Deadline for filing
Deadline for filing audited
regulations to Deadline for audited financial
financial statements for
accounting bodies CRA registration statements for year
year end 31 December 2014
for consultation end 31 December 2015
PwC Charity news 3
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Audit Committees need to understand the How PwC can help
key areas of change so they will be able to There are many ways that PwC can provide
properly discharge their responsibilities you with support in relation to the changes
under the new SORP, as well as challenge expected by FRS 102 and the new
progress with the conversion project which Charities SORP. For example, our FRS 102
management will be undertaking. reporting impact assessments are a
practical response to help you understand
Management should start considering how the potential effects of new accounting
best to plan for these changes and perform rules on your financial statements. We can
an impact assessment of the expected then work with you to develop and
changes. The Charity should consider manage the associated project plan as well
preparing their financial statements in as providing training to your staff.
compliance with the New Charity SORP,
including the new disclosures and
presentational requirements. In addition For further details see:
to presentational changes, there are some
www.pwc.ie/not-for-profit
significant changes in the new accounting
framework Charity SORP (FRS102). Key
Charities: What it means for
areas that will need to be considered
include pensions, legacies and donated you - FRS102, New Charities
stock, revenue recognition, investment SORP and update on the
properties, intangible assets, financial and Charities Act, 2009
embedded derivatives and holiday pay
accruals.
www.pwc.ie/not-for-profit
PwC Charity news 4
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Companies Act 2014
It is an opportune time, given the extensive company (“LTD” without a main objects
The Companies Act 2014 (“the changes to company law, to review and clause) and the designated activity
Act”) was commenced on 1st June update the Memorandum and Articles of company (“DAC” with a main objects
2015 and reforms and updates Association (“Constitution”). It should be clause). The Revenue have advised that
company law for all Irish noted that it is an offence not to be able registered charities that are private limited
companies. The majority of provide an up to date copy of the companies should convert to a DAC as this
charities in Ireland are registered Constitution when requested and would be company type continues to have a main
as companies limited by guarantee considered best corporate governance objects clause. The transition period to
and the Act will require these types practice to update the Constitution. The convert to DAC ends on 31 August 2016 and
of companies to change their suffix Revenue Commissioners have confirmed to convert to LTD ends on 30 November
from “Limited” to “Company that any registered charities making 2016. If no action is taken an existing
Limited by Guarantee” or “CLG”. changes to conform with the Act can private limited company will automatically
This name change can be effected proceed and submit the relevant special convert to a LTD at the end of the transition
at any time but will happen resolution directly to the Companies period. This may have implications for the
automatically on 30 November Registration Office (“CRO”) with a copy to charity and in particular for the charitable
2016. be sent to them. If the registered charity status with the Revenue Commissioners.
takes the opportunity to make further
changes or updates then the prior approval
Those charities with a dispensation to omit of the Revenue will be required before the Our Entity Governance &
“Limited” from their name will not be passing of the special resolution and filing Compliance department have been
required to take any action as the at the CRO. working with a number of
dispensation continues to be effective. For registered/unregistered charities in
those charities required to change their A charity that has registered as a private relation to the impact of the
suffix, consideration should be given to the limited company will need to decide Companies Act 2014 and would be
timing of the change of name and the between the two new forms of limited happy to discuss the impact and
administrative actions to be taken as a company, the simplified private limited assist with any of your needs.
result.
PwC Charity news 5
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Directors’ Compliance
When the Companies Act 2014 (CA Directors’ obligations • conduct a review, during the period, of • acknowledge formally that compliance
2014) came into effect (at very short For those companies within scope, the first those arrangements and structures with the relevant legislation is a
notice) on 1 June 2015, one of the issues obligation is for all of their directors to governance matter for which they are
getting most immediate attention was acknowledge formally, in the Directors’ It must be emphasised that CA 2014 does responsible, and
the matter of what type of corporate Report in the annual financial statements, not impose new standards of compliance on
entity should be used and the actions their responsibility for securing the companies or their directors. What the • ensure that there are appropriate
needed to effect the appropriate company’s compliance with “relevant legislation is doing, in essence, is getting arrangements to achieve such compliance
changes. In recent weeks, directors have obligations”.The relevant obligations are all directors to: and to test them.
started to look at the wider implications of the company’s tax obligations as well as a
of the new legislation, including the number of company law provisions (those 1.
The legislation recognises that
codification of their duties, and many are whose breach constitutes the more serious
focusing on the new obligations being category 1 and 2 offences under CA 2014). directors may need advice from
imposed on them as a result of the The directors must also confirm, in their employees or external advisers
introduction of Directors Compliance report, that they have done three things who have the requisite knowledge
Statements (DCS). Directors need to specified in the legislation in relation to and experience to advise the
understand what this involves – what such compliance. company on compliance with its
companies are affected, and what needs relevant obligations. Such advice
to be done in order for them to be in a These three things the directors must do may form part of the appropriate
position to meet their obligations. are to: arrangements or structures.
In broad terms, CA 2014 introduces the •d
raw up a compliance policy statement
DCS requirement for directors of most setting out what are, in the directors’
companies whose total assets exceed opinion, appropriate policies regarding
€12.5m AND whose turnover exceeds compliance with relevant obligations
€25m. These tests apply on an entity by
entity basis, and directors of unlimited •p
ut in place appropriate structures or
companies are not within the scope of the arrangements to secure material
requirement. compliance1, and
PwC Charity news 6
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
The answers will vary from company to Tailored response Directors who take their role seriously
For less complex company, depending on a range of factors While preparation of a compliance policy recognise that compliance is a governance
organisations, the including: statement is required, there are no rules matter. How best to achieve and
specifying what should be included in that demonstrate such compliance is an issue
compliance policy • t he nature, scale and complexity of the statement or how arrangements and that needs to be kept under review on an
statement is likely organisation’s activities structures to achieve compliance should be ongoing basis, and the introduction of this
to be a fairly evidenced or tested. As indicated above, the legislation provides an opportunity for
straightforward • t he extent to which the organisation has level of work needed will depend on a charities and other organisations to take a
already defined its “tax universe” and can number of factors, and evidencing fresh look at their compliance universe and
and simple demonstrate that it has arrangements in appropriate levels of compliance is likely to their approach to its management.
document place to meet its obligations be more challenging for directors of the
larger and more complex non-profit Irish
• t he degree of formality in place and/ or organisations. For organisations that are
aspired to with regard to arrangements less complex, the compliance policy
and their documentation statement is likely to be a fairly
Factors influencing work plan straightforward and simple document, and
The work to be done to achieve compliance • t he extent to which the skills required are it may be perfectly acceptable to have some
with this new obligation will need planning. available inhouse informal compliance arrangements in
How will directors of non-profit place.
organisations, who by definition cannot be • t he extent to which the board is prepared
involved in the day to day running of their to place reliance on management and/or It is worth reiterating that the legislation
organisations, get sufficiently comfortable seeks external support does not impose any higher standards of
to sign off on these requirements? How will compliance than currently exist. Indeed,
management of such organisations • t he level of detail and proof that many companies will already have
demonstrate to their directors that they individual board members will need, and addressed the issue of demonstrating
have properly identified all of their relevant compliance controls and arrangements in
obligations and have appropriate • t he results of preliminary testing.
the context of Revenue audits.
arrangements in place to secure
compliance? What testing will need to be
done? Who will do what?
PwC Charity news 7
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Strategic Investment Planning for Charities
With recent market volatility coming Many have seen large increases in asset A priority for many charity investors in up to a 60% equity allocation. Given that
after a number of years of strong values – not surprising when the global 2015 – and one we expect to continue this equity outperformance has been occurring
investment growth, we are meeting index of company shares has returned 16% year - has been to relate this strong for over 5 years now, the effect is likely to
more and more religious congregations, per annum over the last three years. After performance back to their needs. be even greater on many portfolios.
dioceses and charitable trusts who are these returns, there is both potential For example, we meet many not-for-profit The key current investment themes in our
nervous about the level of investment opportunity and potentially heightened organisations whose primary financial conversations with clients are:
risk they are taking. risk. concern is their ability to fund the •S
ufficiency of cash reserves – A key
provision of future services and to care for objective of our clients is to identify a
their members. level of future expenditure which will
It is relatively straightforward to always be held in cash as a ‘buffer’
actuarially model the future costs of these against future market falls. With returns
outgoings, and to project how outgoings having been above long term targets and
will evolve on an annual basis. By using expectations in the last number of years,
this information about future cashflows as there is an opportunity to realise some of
the basis for setting an investment strategy, those gains and use them to replenish
investors can target an appropriate level of cash reserves. By funding cash reserves
risk across their assets – both short and now, investors reduce the likelihood that
long term. they will have to sell investments into a
Following the strong returns in recent future negative market environment.
years, we have found that many charitable •E
quity risk – Given low interest rates on
trusts are now exposed to more risk (in cash, equities are increasingly being
Euro terms) than they may have intended depended on to offer the required
to be. As an example, equities rose by 36% returns. Up to the summer of 2015,
in the last 2 years, but cash returned just equities were obliging with strong,
1%-2% for most investors. A portfolio smooth returns. With the turn in market
which was made up of half cash and half conditions to something approaching a
equities at the start of 2014 has now crept
PwC Charity news 8
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
more normalised risk environment, we 3. Review risks: Given the needs, risk
are working with clients to ensure they appetite, and assets available, we
are comfortable with their equity risk evaluate with investors the current risk
levels, and with the rises and falls they profile of the assets, and identify ways in
are likely to see in their investment which strategy could be streamlined, or
values from month to month. risk reduced.
These themes are reflected in the approach By taking these steps now, following a
which we believe investors should take to period of positive performance, there may
setting and regularly reviewing investment be an opportunity to lock in some of that
strategy – which really involves taking on a performance. By not reviewing now, the
level of investment risk: value of assets which are subject to
1. Reassess explicit goals, evaluating the investment risk is greater than it was at the
needs which the strategy is ultimately outset, and the risk is that no action will be
aiming to fulfil, and the extent (if any) taken until markets fall.
of the shortfall between current assets Rather than looking to time their entry
and future needs. and exit from markets, we believe that
2. Formulate strategy, identifying a investors should work to ensure that the
strategic objective for the investment level of risk in their portfolios is consistent
assets, and a risk framework within with their objectives and remains at a level
which that objective can be met. An they are comfortable with.
important part of this is to assign a The key benefit of taking this approach is a
portion of assets to each need consistency of investment approach. By
depending on whether it is a short or clearly setting out the principles by which
long term requirement, and taking into assets will be managed, investors can
account any restrictions. For many of ensure that investment strategy will be Many charitable
the organisations we work with, a return applied consistently across generations,
of between 4% and 6% in the long term which is important given the long term trusts are now
is the level at which their objectives may
be met.
objective of most investment funds.
exposed to more risk
PwC Charity news 9
Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Transparency of Lobbying
Lobbying is an essential part of the
In March 2015, the Regulation of democratic process. It enables or facilitates
Lobbying Act 2015 was signed into citizens and organisations to make their
law by the President. The views on public policy and public services
Regulation of Lobbying Act 2015 known to politicians and public servants.
(the Act) is designed to provide
information to the public about: The Act does not aim to prevent or inhibit
lobbying. It does aim to make the process
• Who is lobbying more transparent. The Act aims to do this
by providing for:
• On whose behalf lobbying is being
carried out •T
he establishment and maintenance of a • Obligations on lobbyists to register and to If you are involved in lobbying, you
publicly accessible register of lobbying provide information regularly about their may need to:
• The issues involved in the lobbying activities, including, in the case
lobbying •T
he Standards in Public Office of professional lobbyists, information • Register on the Register of Lobbying
Commission (The Standards about their clients website which is maintained by Standards
• The intended result of the Commission) to be the regulator of Commission: www.lobbying.ie
lobbying lobbying • A code of conduct on the carrying-on of
lobbying activities • Provide information to the Standards
• Who is being lobbied.
Commission about your lobbying
• The introduction of a “cooling-off” period activities three times a year.
Lobbying is an during which lobbying activity may not be
carried out by some former officials. There will be no cost to register as a
essential part of lobbyist. Members of the public can view
the democratic and search the register free of charge.
process
PwC Charity news 10Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Initial important dates
If you are not sure that you are lobbying the following questions 3. Are you communicating
1 September 2015: The Act came into may help you decide. either directly or indirectly with
effect. If you are carrying on lobbying, from a Designated Public Official?
1 September 2015 you need to have
maintained records of your lobbying 1. Are you one of the following? 2. Are you communicating about Who is a Designated Public Official:
activities. a relevant matter?
• An employer with more than 10 • Ministers and Ministers of State
employees where the A relevant matter is one which relates
1 September – 31 December 2015: The • TDs and Senators
communications are made on your to:
first relevant period for which lobbying • MEPs for constituencies in this State
behalf
returns are made. You are required to • The initiation, development or
provide information to the Standards • A representative body with at least modification of any public policy or • Members of local authorities
Commission on the lobbying activities you one employee communicating on of any public programme • Special Advisers
engaged in during the relevant period 1 behalf of its members and the
September 2015 – 31 December 2015. • The preparation or amendment of • Secretaries General and Assistant
communication is made by a paid
Future relevant periods will be: 1 January any law Secretaries in the Civil Service
employee or office holder of the body
– 30 April, 1 May – 31 August, and 1 • The award of any grant, loan,
• An advocacy body with at least one • Chief Executive Officers and
September – 31 December. contract, or of any licence or other
employee that exists primarily to take Directors of Services in Local
authorisation involving public funds Authorities
21 January 2016: You must have up particular issues and a paid
other than the implementation of any
registered with the Standards Commission employee or office holder of the body The above list may be extended by
by this date if you engaged in lobbying such policy, programme, enactment
is communicating on such issues Ministerial Order to other categories
activities during the first relevant period. or award or any matter of a technical
• A professional lobbyist being paid to nature only. over time. Public bodies will publish a
You must also provide your first set of communicate on behalf of a client list of Designated Public Officials
returns to the Standards Commission in who fits into one of the preceding within their organisations on their
respect of the period 1 September 2015 – 31 three categories individual organisation websites from
December 2015. 1 September 2015.
• Any person communicating about the
development or zoning of land
If you answered YES to all three questions then you are most likely lobbying.
Visit the Information for Lobbyists section of www.lobbying.ie to find out your next steps
PwC Charity news 11Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Steps to prepare for complying with 2. Where necessary, put in place 4. Nominate a single responsible person
the Regulation of Lobbying Act 2015 arrangements to record such information within your organisation who will submit There will be no
from 1 September 2015. the final return at the end of each cost to register as a
1. Review your organisation’s arrangements reporting period and will confirm that
for recording relevant communications 3. Identify individual(s) responsible for the information is correct.
lobbyist. Members
which might fall within the scope of the registration and compilation of returns. of the public can
Act and identify the key personnel It will be possible to have data entered on view and search
involved. the register on an ongoing basis by more the register free of
than one employee and saved in draft
form (on a private area of the register)
charge.
prior to its formal submission.
PwC Charity news 12Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Risk Management
identifying superficial risks, and could take pro-active approach allows the charity to be
As more and more charities have to the form of a bureaucratic tick box exercise clear about the activities that will help them
respond to increasing pressures on purely for the sake of compliance. This is achieve their objectives and the associated
their resources, so some are too often the case when Trustees and implications of risks were to materialise,
choosing to respond by increasing management teams do not fully understand providing information to make informed
their risk profile – entering into the importance and benefits of this process. decisions.
unfamiliar areas, trying new
partnerships, borrowing to kick Conversely, a comprehensive, but History is littered with stories of charities
start new initiatives and entering misguided approach that is too broad and that have failed to manage their risks
into transactions such as mergers. complex for the organisation could waste effectively and either failed completely or
valuable time and resources, and result in seriously reduced their ability to serve their
“risk overload”. The inevitable failure to beneficiaries. As a charity’s circumstances
Seeking out opportunities in unfamiliar deal with all of the risks identified, or to change, so Trustees should increasingly be
areas poses unknown risks to the Charity embed such a complex structure, is likely to alert to the changing risk profile and how
that could have significant impacts upon result in disillusionment with the risk they can best utilise risk management to
their ability to deliver their vision and management process itself. ensure they are able to adapt to deal with
purpose. In this context, the effective any those challenges.
identification and management of risk is There is a very clear link between the
increasingly important to the successful achievement of objectives, effective
operation of any charity and its ability to performance management and risk
achieve its objectives. Good risk management supports the management that provides a distinct benefit
achievement of objectives, delivering to ensuring the risk management approach
effective performance management and has within the charity is fit for purpose. By
a vital role in ensuring an organisation is effectively managing risks and monitoring
well run. The benefits vary, depending on performance, the charity will get sight of
the way in which risk management is problem areas before they happen so that
planned and implemented. A minimalist they can be dealt with and informed
approach is likely to deliver limited benefits, decisions made about activities. This
PwC Charity news 13Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Of further interest
www.pwc.ie
Directors’ www.pwc.ie
Charitable
Directors’ Compliance
Statement
Compliance Giving
Statement Charitable
giving
Guide
guide
The Companies Act 2014, which came into effect Client: How can PwC help:
November 2015 on 1 June 2015, imposes a new compliance
Our response: PwC can provide a range of
related requirement on many company directors.
services tailored to your needs, including:
The requirement can be simply stated - include
a statement in the Directors’ Report: • helping your boards to understand
their responsibilities
• acknowledging responsibility for securing
compliance with relevant obligations, and
• helping you to assess the relevant
• confirming that certain things have been done obligations applicable to your organisation
(or providing explanations for things not done).
• performing independent health
Client: (A) But what companies are affected checks – tax/company secretarial Helping to
and when does this requirement begin?
• assisting with the drafting of policy statements maximise
(B) What are the relevant obligations?
(C) And what are the things that need • designing and / or documenting
donations to the
to be done? appropriate structures and arrangements wider community
Our response: (A) This requirement applies to • conducting real-time reviews.
all directors of large (balance sheet over €12.5m June 2013
and turnover over €25m) Irish limited
companies and PLCs, other than investment For further information on the new
companies, for financial years beginning on or Directors’ Compliance Statement
after 1 June 2015. requirements, please contact any
of the following:
Our response: (B) The relevant obligations
are those relating to all tax laws and those Elaine Mitchell
company law provisions where failure to meet Tax Senior Manager
them is a category 1 or category 2 offence, or a elaine.mitchell@ie.pwc.com
serious Market Abuse or serious Prospectus +353 1 792 5592
offence, ie the most serious offences.
Ruairí Cosgrove
Our response: (C) The actions that need to be Entity Governance and Compliance Director
taken are to: ruairi.cosgrove@ie.pwc.com
• draw up a compliance policy statement setting +353 1 792 6070
out appropriate (in the directors’ opinion)
policies regarding compliance with relevant Andy Banks
obligations Assurance Partner
andy.j.banks@ie.pwc.com
• put appropriate arrangements and structures
in place to secure material compliance +353 1 792 6805
• conduct a review, during the period, of the
arrangements and structures
This content is for general information purposes only, and should not be used
as a substitute for consultation with professional advisors.
© 2015 PricewaterhouseCoopers. All rights reserved. PwC refers to the PwC
network and/or one or more of its member firms, each of which is a separate
legal entity. Please see www.pwc.com/structure for further details. 05693
www.pwc.ie
Companies
Act 2014
Ireland
Companies
Act 2014
June 2015
Impacting all
Irish companies
Commencement of the long
awaited Companies Act, 2014 is, in
the most part, on 1 June 2015. This
is the largest piece of legislation In this bulletin we aim to give an
overview of the Act, which will assist
lreland has ever seen, comprising a
you to understand, in simple terms,
total of 25 Parts (over 1440 how the Act will affect companies.
sections) and 17 Schedules. The Act We look at the options available to
consolidates and reforms Irish companies in order to comply with
Company Law and every Company, the Act, in a practical and cost
director and shareholder will be effective manner.
affected and will have choices to
make.
PwC Charity news 14Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
Community matters
PwC were proud to be part of a Localise
This year we supported Project in 2015 with the local school in
3 charities through the North Wall St Laurence’s O’Toole’s boys
People Giving Scheme - & girls school. It is a 12 week project
Pieta House, The Soar where a team of PwC volunteers work
Foundation and Simon with the 6th class boys and girls to
Community. develop a project they can roll out that
will give back to their community. This
PwC supporting the year the chosen project was for
Aware 30th Anniversary “CanTeen”, a charity supporting
Aware Ball (back row, teenagers with cancer. We ran with the
l-r) Declan Maunsell, students an event called “All the fun at
John Dunne, Rob the fair”, which raised €4,390 for
O’Hara, (front row, l-r) CanTeen.
Cassie Lawford, Teresa
Harrington, Angela
Devaney, Aisling
The Soar Foundation - Halloween Spooktacular
Fitzgerald.
event, selling Halloween treats €805 raised.
Pieta House
- proceeds of th
y 29 m
rsda p
Annual Table Thu er 12-2
Octo
b
fe are
atriu
a
m ca
The
Quiz €3,700 of treats for Hallo
buy your bags
Come along and ween weekend.
‘Spooktacular’
Share with youra scary date
team, great for
raised.
!
ing the game
night or watch
Soar Foundation 2015
GOODIES
All in aid of The s for
Scheme charitie
Giving
one of your People
Simon Community - Christmas carols at
Launch of 2015 People Giving Scheme Christmas lunch in Restaurant, with 28/10/2015 09:22:48
- Christmas Lunch event Consultants of Swing performing - our
A3 v2.indd 1
Scheme Soar Fundraiser
05663_People Giving
in-house band. €670 raised.
PwC Charity news 15Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
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SORP Planning for
Charities
PwC Not for Profit Team
Paul Hennessy John Dunne Ken Johnson Aisling Fitzgerald
Assurance Partner Assurance Partner Assurance Partner Assurance Director
paul.hennessy@ie.pwc.com john.a.dunne@ie.pwc.com ken.m.johnson@ie.pwc.com aisling.fitzgerald@ie.pwc.com
+353 1 792 6012 +353 1 792 6856 +353 (0)61 792 8520 +353 1 792 8707
Angela Devaney Teresa McColgan Ciara Whelan Ian Moynihan
Assurance Tax Partner Tax Director Investment Consulting
Senior Manger Senior Manager
teresa.mccolgan@ie.pwc.com ciara.whelan@ie.pwc.com
angela.devaney@ie.pwc.com +353 1 792 8613 +353 1 792 8635 ian.moynihan@ie.pwc.com
+353 1 792 6861 +353 1 792 6150
Munro O’Dwyer Fiona Barry Trudy Kealy-Mahon Peter O’Boyle
Pensions Director Entity Governance Entity Governance Advisory
& Compliance & Compliance Senior Manager
munro.odwyer@ie.pwc.com Senior Manager Senior Manager
+353 1 792 8708 peter.oboyle@ie.pwc.com
fiona.barry@ie.pwc.com trudy.kealy@ie.pwc.com +353 1 792 6164
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PwC Charity news 16Introduction The new Companies Directors Strategic Transparency Risk Of further Community Key
Charity Act 2014 Compliance Investment of Lobbying Management interest Matters contacts
SORP Planning for
Charities
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