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INSERT INTO `Z1EZp7_postmeta` VALUES (34587,2157,'insight_modules_0_text_general','<p class=\"ai-optimize-6\"><strong>This article was also featured in <a href=\"https://city-news.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">City News</a>, <a href=\"https://globalbusinessnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Global Business News</a>, <a href=\"https://internationalbusinessnews.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">International Business News</a>, <a href=\"https://londonnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">London Newsdesk</a>, <a href=\"https://technewsinternational.com/index.php/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Tech News International</a>, <a href=\"https://uktechnews.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">UK Tech News</a>, <a href=\"https://www.solicitorsjournal.com/sjarticle/broadfield-supports-cybercrowds-successful-sale?category=none\" target=\"_blank\" rel=\"noopener\">Solicitors Journal</a></strong> <strong>and <a href=\"https://www.thamesvalleychamber.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/?token=641a5fe7-7ba8-4a15-ba4b-6dfab6bef264\" target=\"_blank\" rel=\"noopener\">Thames Valley Chamber of Commerce</a>.</strong></p>\r\n<p class=\"ai-optimize-6\">Broadfield has advised cyber security services specialist CyberCrowd on its sale to the private equity firm Limerston Capital.</p>\r\n<p class=\"ai-optimize-7\">The acquisition of the Newbury-based business will see Limerston Capital build on an earlier acquisition and create a new cyber security and digital forensic services platform for public and private sector organisations.</p>\r\n<p class=\"ai-optimize-8\">CyberCrowd is recognised as a cyber security market leader offering services that include Pen Testing, CISOaaS, certification readiness, DPA services, training and awareness, incident response and a 24-7, 365-managed security operations centre.</p>\r\n<p class=\"ai-optimize-9\">The new group will enable CyberCrowd to continue to grow and strengthen its services whilst bringing its customers advanced digital forensic capabilities, e-discovery solutions and proprietary forensic case management software.</p>\r\n<p class=\"ai-optimize-10\">The Broadfield team was led by Managing Partner John Hutchinson, along with Partners Stephanie Perry (Corporate), Philip Alfandary (Corporate Tax) and Sarah Potter (Commercial Property); Senior Associates Michelle Gorman (Corporate) and Asten Hawkes (Employment); and Solicitor Katie Higgs (Corporate).</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (34921,2169,'insight_modules_0_text_general','<strong>This article was also featured in <a href=\"https://city-news.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">City News, </a></strong><a href=\"https://globalbusinessnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\"><strong>Global Business News, </strong></a><a href=\"https://internationalbusinessnews.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\"><strong>International Business News, </strong></a><strong><a href=\"https://londonnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">London Newsdesk, </a></strong><strong><a href=\"https://technewsinternational.com/index.php/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Tech News International and </a><a href=\"https://uktechnews.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">UK Tech News.</a></strong>\r\n<p class=\"ai-optimize-6\">Broadfield has advised cyber security services specialist CyberCrowd on its sale to the private equity firm Limerston Capital.</p>\r\n<p class=\"ai-optimize-7\">The acquisition of the Newbury-based business will see Limerston Capital build on an earlier acquisition and create a new cyber security and digital forensic services platform for public and private sector organisations.</p>\r\n<p class=\"ai-optimize-8\">CyberCrowd is recognised as a cyber security market leader offering services that include Pen Testing, CISOaaS, certification readiness, DPA services, training and awareness, incident response and a 24-7, 365-managed security operations centre.</p>\r\n<p class=\"ai-optimize-9\">The new group will enable CyberCrowd to continue to grow and strengthen its services whilst bringing its customers advanced digital forensic capabilities, e-discovery solutions and proprietary forensic case management software.</p>\r\n<p class=\"ai-optimize-10\">The Broadfield team was led by Managing Partner John Hutchinson, along with Partners Stephanie Perry (Corporate), Philip Alfandary (Corporate Tax) and Sarah Potter (Commercial Property); Senior Associates Michelle Gorman (Corporate) and Asten Hawkes (Employment); and Solicitor Katie Higgs (Corporate).</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (34955,2170,'insight_modules_0_text_general','<p class=\"ai-optimize-6\"><strong>This article was also featured in <a href=\"https://city-news.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">City News</a>, <a href=\"https://globalbusinessnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Global Business News</a>, <a href=\"https://internationalbusinessnews.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">International Business News</a>, <a href=\"https://londonnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">London Newsdesk</a>, <a href=\"https://technewsinternational.com/index.php/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Tech News International</a> and <a href=\"https://uktechnews.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">UK Tech News</a>. </strong></p>\r\n<p class=\"ai-optimize-6\">Broadfield has advised cyber security services specialist CyberCrowd on its sale to the private equity firm Limerston Capital.</p>\r\n<p class=\"ai-optimize-7\">The acquisition of the Newbury-based business will see Limerston Capital build on an earlier acquisition and create a new cyber security and digital forensic services platform for public and private sector organisations.</p>\r\n<p class=\"ai-optimize-8\">CyberCrowd is recognised as a cyber security market leader offering services that include Pen Testing, CISOaaS, certification readiness, DPA services, training and awareness, incident response and a 24-7, 365-managed security operations centre.</p>\r\n<p class=\"ai-optimize-9\">The new group will enable CyberCrowd to continue to grow and strengthen its services whilst bringing its customers advanced digital forensic capabilities, e-discovery solutions and proprietary forensic case management software.</p>\r\n<p class=\"ai-optimize-10\">The Broadfield team was led by Managing Partner John Hutchinson, along with Partners Stephanie Perry (Corporate), Philip Alfandary (Corporate Tax) and Sarah Potter (Commercial Property); Senior Associates Michelle Gorman (Corporate) and Asten Hawkes (Employment); and Solicitor Katie Higgs (Corporate).</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (34992,2171,'insight_modules_0_text_general','<strong>This article was also featured in <a href=\"https://www.hrmagazine.co.uk/content/news/enhance-preparations-for-business-travel-to-the-us-experts-warn/?token=641a5fe7-7ba8-4a15-ba4b-6dfab6bef264\" target=\"_blank\" rel=\"noopener\">HR Magazine</a> and <a href=\"https://www.personneltoday.com/hr/warning-issued-over-loss-of-frictionless-business-travel-to-the-us/?token=641a5fe7-7ba8-4a15-ba4b-6dfab6bef264\" target=\"_blank\" rel=\"noopener\">Personnel Today</a>.</strong>\r\n<p class=\"ai-optimize-7\">Stricter and more aggressive vetting and screening procedures for individuals entering the US demand HR professionals to thoroughly prepare their staff for travel to the country.</p>\r\n<p class=\"ai-optimize-8\">In an article for HR Magazine, Partner Tim Hayes explains how firms planning travel to the US need to be aware of the extra scrutiny that will exist, even for routine visits, and that as these travel processes will vary across states, companies must prepare accordingly.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35021,2178,'insight_modules_0_text_general','<p class=\"ai-optimize-6\">A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\" target=\"_blank\" rel=\"noopener\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.</p>\r\n<p class=\"ai-optimize-7\">At the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.</p>\r\n<p class=\"ai-optimize-8\">The claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35027,2178,'insight_modules_1_text_general','As a public decision-maker, the Charity Commission is required by common law to reach <strong>rational</strong> decisions where there is no infringement of any legal right, no misdirection of law and no procedural unfairness.  There are two aspects to rationality:\r\n\r\n<strong>1. Process rationality</strong>: Looking at whether the Commission’s reasoning was free of logical errors or gaps in evidence.\r\n\r\n<strong>2. Outcome rationality</strong>: Looking at whether the conclusions were so unreasonable that no reasonable authority could have reached them.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35031,2178,'insight_modules_2_heading_title','Judgment and Key Findings');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35033,2178,'insight_modules_2_text_general','The High Court upheld the judicial review on two fronts:\r\n\r\n<strong>1. Mischaracterisation of Trustee Oversight on Expenditure</strong>:\r\nThe Charity Commission’s report (at paragraph 45) gave the “extremely unfair” impression that financial support given to a group of service users known as the “Top 25” may have lacked proper justification. The court found this portrayal failed to reflect the conclusion that the trustees had, in fact, scrutinised this expenditure adequately, and was therefore irrational.\r\n\r\n<strong>2. Criticism of Financial Reserves</strong>:\r\nThe report (at paragraph 51) suggested that the trustees’ decision to operate with low reserves was the reason Kids Company became insolvent. The court held that this was also irrational, having failed, for example, to acknowledge that even a (commonly adopted) three-month reserve fund would not have prevented the collapse. The Commission had not provided a satisfactory explanation for diverging from this finding.\r\n\r\nAll remaining grounds were dismissed.  This included dismissal of the claim that the Commission’s sole finding of mismanagement against the trustees (in relation to the late payment of debts) was irrational.  The court held that the finding of mismanagement was clearly one that was open to the Commission to make in its report.  The Commission has now amended the relevant paragraphs in its report (an updated version of which can be found <a href=\"https://www.gov.uk/government/publications/charity-inquiry-keeping-kids-company/charity-inquiry-keeping-kids-company\">here</a>).');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35037,2178,'insight_modules_3_heading_title','Key Takeaways for Charities');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35039,2178,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews. It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure to grapple fully with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35062,2179,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35068,2179,'insight_modules_1_text_general','As a public decision-maker, the Charity Commission is required by common law to reach <strong>rational</strong> decisions where there is no infringement of any legal right, no misdirection of law and no procedural unfairness.  There are two aspects to rationality:\r\n<ol>\r\n 	<li><strong>Process rationality</strong>: Looking at whether the Commission’s reasoning was free of logical errors or gaps in evidence.</li>\r\n 	<li><strong>Outcome rationality</strong>: Looking at whether the conclusions were so unreasonable that no reasonable authority could have reached them.</li>\r\n</ol>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35072,2179,'insight_modules_2_heading_title','Judgment and Key Findings');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35074,2179,'insight_modules_2_text_general','The High Court upheld the judicial review on two fronts:\r\n<ol>\r\n 	<li><strong>Mischaracterisation of Trustee Oversight on Expenditure</strong>:\r\nThe Charity Commission’s report (at paragraph 45) gave the “extremely unfair” impression that financial support given to a group of service users known as the “Top 25” may have lacked proper justification. The court found this portrayal failed to reflect the conclusion that the trustees had, in fact, scrutinised this expenditure adequately, and was therefore irrational.</li>\r\n 	<li><strong>Criticism of Financial Reserves</strong>:\r\nThe report (at paragraph 51) suggested that the trustees’ decision to operate with low reserves was the reason Kids Company became insolvent. The court held that this was also irrational, having failed, for example, to acknowledge that even a (commonly adopted) three-month reserve fund would not have prevented the collapse. The Commission had not provided a satisfactory explanation for diverging from this finding.</li>\r\n</ol>\r\nAll remaining grounds were dismissed.  This included dismissal of the claim that the Commission’s sole finding of mismanagement against the trustees (in relation to the late payment of debts) was irrational.  The court held that the finding of mismanagement was clearly one that was open to the Commission to make in its report.  The Commission has now amended the relevant paragraphs in its report (an updated version of which can be found <a href=\"https://www.gov.uk/government/publications/charity-inquiry-keeping-kids-company/charity-inquiry-keeping-kids-company\">here</a>).');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35098,2182,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35104,2182,'insight_modules_1_text_general','As a public decision-maker, the Charity Commission is required by common law to reach <strong>rational</strong> decisions where there is no infringement of any legal right, no misdirection of law and no procedural unfairness.  There are two aspects to rationality:\r\n<ol>\r\n 	<li><strong>Process rationality</strong>: Looking at whether the Commission’s reasoning was free of logical errors or gaps in evidence.</li>\r\n 	<li><strong>Outcome rationality</strong>: Looking at whether the conclusions were so unreasonable that no reasonable authority could have reached them.</li>\r\n</ol>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35138,2184,'insight_modules_0_text_general','<p class=\"ai-optimize-6\"><strong>This article was also featured in <a href=\"https://city-news.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">City News</a>, <a href=\"https://globalbusinessnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Global Business News</a>, <a href=\"https://internationalbusinessnews.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">International Business News</a>, <a href=\"https://londonnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">London Newsdesk</a>, <a href=\"https://technewsinternational.com/index.php/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Tech News International,</a> <a href=\"https://uktechnews.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">UK Tech News </a>and <a href=\"https://www.solicitorsjournal.com/sjarticle/broadfield-supports-cybercrowds-successful-sale?category=none\" target=\"_blank\" rel=\"noopener\">Solicitors Journal</a>.</strong></p>\r\n<p class=\"ai-optimize-6\">Broadfield has advised cyber security services specialist CyberCrowd on its sale to the private equity firm Limerston Capital.</p>\r\n<p class=\"ai-optimize-7\">The acquisition of the Newbury-based business will see Limerston Capital build on an earlier acquisition and create a new cyber security and digital forensic services platform for public and private sector organisations.</p>\r\n<p class=\"ai-optimize-8\">CyberCrowd is recognised as a cyber security market leader offering services that include Pen Testing, CISOaaS, certification readiness, DPA services, training and awareness, incident response and a 24-7, 365-managed security operations centre.</p>\r\n<p class=\"ai-optimize-9\">The new group will enable CyberCrowd to continue to grow and strengthen its services whilst bringing its customers advanced digital forensic capabilities, e-discovery solutions and proprietary forensic case management software.</p>\r\n<p class=\"ai-optimize-10\">The Broadfield team was led by Managing Partner John Hutchinson, along with Partners Stephanie Perry (Corporate), Philip Alfandary (Corporate Tax) and Sarah Potter (Commercial Property); Senior Associates Michelle Gorman (Corporate) and Asten Hawkes (Employment); and Solicitor Katie Higgs (Corporate).</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35156,2184,'insight_modules_3_text_general','<p class=\"ai-optimize-6\">Limerston Capital continues to explore additional opportunities for expansion in the cyber security market.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35169,2185,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35181,2185,'insight_modules_2_text_general','The High Court upheld the judicial review on two fronts:\r\n<ol>\r\n 	<li><strong>Mischaracterisation of Trustee Oversight on Expenditure</strong>:\r\nThe Charity Commission’s report (at paragraph 45) gave the “extremely unfair” impression that financial support given to a group of service users known as the “Top 25” may have lacked proper justification. The court found this portrayal failed to reflect the conclusion that the trustees had, in fact, scrutinised this expenditure adequately, and was therefore irrational.</li>\r\n 	<li><strong>Criticism of Financial Reserves</strong>:\r\nThe report (at paragraph 51) suggested that the trustees’ decision to operate with low reserves was the reason Kids Company became insolvent. The court held that this was also irrational, having failed, for example, to acknowledge that even a (commonly adopted) three-month reserve fund would not have prevented the collapse. The Commission had not provided a satisfactory explanation for diverging from this finding.</li>\r\n</ol>\r\nAll remaining grounds were dismissed.  This included dismissal of the claim that the Commission’s sole finding of mismanagement against the trustees (in relation to the late payment of debts) was irrational.  The court held that the finding of mismanagement was clearly one that was open to the Commission to make in its report.  The Commission has now amended the relevant paragraphs in its report (an updated version of which can be found <a href=\"https://www.gov.uk/government/publications/charity-inquiry-keeping-kids-company/charity-inquiry-keeping-kids-company\">here</a>).');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35185,2185,'insight_modules_3_heading_title','Key Takeaways for Charities');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35187,2185,'insight_modules_3_text_general','<strong> 1. Ensure Governance Is Both Effective and Evident</strong>\r\n\r\nIn an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.\r\n<ul>\r\n 	<li>Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<strong>2. Maintain and Justify Financial Resilience</strong>\r\n\r\nWhile the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews.  (It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.)\r\n<ul>\r\n 	<li>Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<strong>3. Engage Proactively with Regulators and Record Evidence</strong>\r\n\r\nOne of the key issues in this case was the Commission’s failure fully to grapple with the evidential findings of the judgment in the earlier High Court case (see point 1, above).\r\n<ul>\r\n 	<li>Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\nThe Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.\r\n\r\n&nbsp;\r\n\r\nIf you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.\r\n\r\n&nbsp;');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35219,2186,'insight_modules_3_heading_title','Key Takeaways for Charities');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35221,2186,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews.  (It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.)</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure fully to grapple with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n&nbsp;\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>\r\n&nbsp;');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35237,2187,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35255,2187,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews.  (It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.)</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure fully to grapple with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n&nbsp;\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>\r\n&nbsp;');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35271,2188,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35289,2188,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews.  (It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.)</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure fully to grapple with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>\r\n&nbsp;');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35323,2189,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews.  (It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.)</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure fully to grapple with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35357,2190,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews.  (It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.)</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure fully to grapple with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35373,2191,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35379,2191,'insight_modules_1_text_general','As a public decision-maker, the Charity Commission is required by common law to reach <strong>rational</strong> decisions where there is no infringement of any legal right, no misdirection of law and no procedural unfairness.  There are two aspects to rationality:\r\n\r\n<strong>1. Process rationality</strong>: Looking at whether the Commission’s reasoning was free of logical errors or gaps in evidence.\r\n\r\n<strong>2. Outcome rationality</strong>: Looking at whether the conclusions were so unreasonable that no reasonable authority could have reached them.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35385,2191,'insight_modules_2_text_general','The High Court upheld the judicial review on two fronts:\r\n\r\n<strong>1. Mischaracterisation of Trustee Oversight on Expenditure</strong>:\r\nThe Charity Commission’s report (at paragraph 45) gave the “extremely unfair” impression that financial support given to a group of service users known as the “Top 25” may have lacked proper justification. The court found this portrayal failed to reflect the conclusion that the trustees had, in fact, scrutinised this expenditure adequately, and was therefore irrational.\r\n\r\n<strong>2. Criticism of Financial Reserves</strong>:\r\nThe report (at paragraph 51) suggested that the trustees’ decision to operate with low reserves was the reason Kids Company became insolvent. The court held that this was also irrational, having failed, for example, to acknowledge that even a (commonly adopted) three-month reserve fund would not have prevented the collapse. The Commission had not provided a satisfactory explanation for diverging from this finding.\r\n\r\nAll remaining grounds were dismissed.  This included dismissal of the claim that the Commission’s sole finding of mismanagement against the trustees (in relation to the late payment of debts) was irrational.  The court held that the finding of mismanagement was clearly one that was open to the Commission to make in its report.  The Commission has now amended the relevant paragraphs in its report (an updated version of which can be found <a href=\"https://www.gov.uk/government/publications/charity-inquiry-keeping-kids-company/charity-inquiry-keeping-kids-company\">here</a>).');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35389,2191,'insight_modules_3_heading_title','Key Takeaways for Charities');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35391,2191,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews.  (It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.)</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure fully to grapple with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35472,2196,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35490,2196,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews. It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure to grapple fully with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35560,2199,'insight_modules_0_text_general','A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.\r\n\r\nAt the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.\r\n\r\nThe claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35566,2199,'insight_modules_1_text_general','As a public decision-maker, the Charity Commission is required by common law to reach <strong>rational</strong> decisions where there is no infringement of any legal right, no misdirection of law and no procedural unfairness.  There are two aspects to rationality:\r\n\r\n<strong>1. Process rationality</strong>: Looking at whether the Commission’s reasoning was free of logical errors or gaps in evidence.\r\n\r\n<strong>2. Outcome rationality</strong>: Looking at whether the conclusions were so unreasonable that no reasonable authority could have reached them.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35576,2199,'insight_modules_3_heading_title','Key Takeaways for Charities');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35578,2199,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews. It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure to grapple fully with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35594,2200,'insight_modules_0_text_general','<p class=\"ai-optimize-6\">A recent <a href=\"https://d2nsgnsf036lw8.cloudfront.net/PDFs-documents-and-other-resources/Judgments-and-decisions/FINAL-JUDGMENT-KERMAN-V-THE-CHARITY-COMMISSION.pdf\" target=\"_blank\" rel=\"noopener\">judicial review judgment concerning Kids Company</a> has important implications for charities, especially those navigating regulatory scrutiny or complex governance issues. The claim was initially brought against the Charity Commission by the former CEO of Kids Company, and later continued by its former Clinical Director.</p>\r\n<p class=\"ai-optimize-7\">At the heart of the case was a challenge to the Charity Commission’s 2022 report, setting out the findings of a statutory inquiry into Kids Company, following its controversial closure in 2015.</p>\r\n<p class=\"ai-optimize-8\">The claims under consideration by the court focused on whether the Commission’s report was unlawfully irrational in making criticisms of the charity’s governance and financial management, and that the Commission had pre-determined to produce a critical report.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35598,2200,'insight_modules_1_heading_title','Rationality');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35600,2200,'insight_modules_1_text_general','As a public decision-maker, the Charity Commission is required by common law to reach <strong>rational</strong> decisions where there is no infringement of any legal right, no misdirection of law and no procedural unfairness.  There are two aspects to rationality:\r\n\r\n<strong>1. Process rationality</strong>: Looking at whether the Commission’s reasoning was free of logical errors or gaps in evidence.\r\n\r\n<strong>2. Outcome rationality</strong>: Looking at whether the conclusions were so unreasonable that no reasonable authority could have reached them.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35604,2200,'insight_modules_2_heading_title','Judgment and Key Findings');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35606,2200,'insight_modules_2_text_general','The High Court upheld the judicial review on two fronts:\r\n\r\n<strong>1. Mischaracterisation of Trustee Oversight on Expenditure</strong>:\r\nThe Charity Commission’s report (at paragraph 45) gave the “extremely unfair” impression that financial support given to a group of service users known as the “Top 25” may have lacked proper justification. The court found this portrayal failed to reflect the conclusion that the trustees had, in fact, scrutinised this expenditure adequately, and was therefore irrational.\r\n\r\n<strong>2. Criticism of Financial Reserves</strong>:\r\nThe report (at paragraph 51) suggested that the trustees’ decision to operate with low reserves was the reason Kids Company became insolvent. The court held that this was also irrational, having failed, for example, to acknowledge that even a (commonly adopted) three-month reserve fund would not have prevented the collapse. The Commission had not provided a satisfactory explanation for diverging from this finding.\r\n\r\nAll remaining grounds were dismissed.  This included dismissal of the claim that the Commission’s sole finding of mismanagement against the trustees (in relation to the late payment of debts) was irrational.  The court held that the finding of mismanagement was clearly one that was open to the Commission to make in its report.  The Commission has now amended the relevant paragraphs in its report (an updated version of which can be found <a href=\"https://www.gov.uk/government/publications/charity-inquiry-keeping-kids-company/charity-inquiry-keeping-kids-company\">here</a>).');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35610,2200,'insight_modules_3_heading_title','Key Takeaways for Charities');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35612,2200,'insight_modules_3_text_general','<p class=\"ai-optimize-6\"><strong> 1. Ensure Governance Is Both Effective and Evident</strong></p>\r\n<p class=\"ai-optimize-7\">In an earlier High Court decision, Kids Company’s trustees were ultimately found by the High Court to have acted responsibly (in the context of a claim brought by the Official Receiver, seeking their disqualification as company directors).  The controversies relating to the charity’s closure arose in part because of the appearance of blurred lines between formal governance structures and informal influence, the rapid growth of the charity, and a focus on delivery of aid to beneficiaries over longer term planning.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-8\">Charities must ensure their governance arrangements are robust, clearly defined, and capable of withstanding regulatory scrutiny in both substance and in how they are perceived.</li>\r\n</ul>\r\n<p class=\"ai-optimize-9\"><strong>2. Maintain and Justify Financial Resilience</strong></p>\r\n<p class=\"ai-optimize-10\">While the judicial review decision recognised that low reserves were not necessarily the cause of Kids Company’s insolvency, it highlights how financial decisions can become focal points in regulatory reviews. It is notable too that a significant number of recent new inquiries have been initiated having first come to the Charity Commission’s attention due to the late filing of accounts, as an early indicator of financial problems.</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-11\">Charities should document risk management strategies, justify their reserve policies, and consider stress-testing their financial models for resilience in adverse conditions. Regular financial audits and risk assessments can help identify potential vulnerabilities and allow for timely interventions.</li>\r\n</ul>\r\n<p class=\"ai-optimize-12\"><strong>3. Engage Proactively with Regulators and Record Evidence</strong></p>\r\n<p class=\"ai-optimize-13\">One of the key issues in this case was the Commission’s failure to grapple fully with the evidential findings of the judgment in the earlier High Court case (see point 1, above).</p>\r\n\r\n<ul>\r\n 	<li class=\"ai-optimize-14\">Charities engaging with the Charity Commission should ensure that all communications and decisions are clearly documented, especially where they deviate from standard practice. A proactive and collaborative relationship with regulators can mitigate the risk of future disputes and serve to protect reputations. Charities should also choose to seek legal advice when necessary to protect their interests.</li>\r\n</ul>\r\n<p class=\"ai-optimize-15\">The Kids Company judgment is a nuanced reminder of the challenges that can arise when a charity faces public and regulatory scrutiny. While the court identified significant flaws in parts of the Charity Commission’s report, it also reinforced that trustees must act with both care and accountability. For charities across the sector, this is a moment to reflect on governance, financial oversight, and the importance of fair regulatory processes.</p>\r\n<p class=\"ai-optimize-16\">If you would like to explore the implications of this case for your organisation, or need guidance on engaging with the Charity Commission, our team is here to help.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35632,2201,'insight_modules_0_text_general','<p class=\"ai-optimize-6\"><strong>This article was also featured in <a href=\"https://city-news.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">City News</a>, <a href=\"https://globalbusinessnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Global Business News</a>, <a href=\"https://internationalbusinessnews.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">International Business News</a>, <a href=\"https://londonnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">London Newsdesk</a>, <a href=\"https://technewsinternational.com/index.php/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Tech News International,</a><a href=\"https://uktechnews.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">UK Tech News,</a><a href=\"https://www.solicitorsjournal.com/sjarticle/broadfield-supports-cybercrowds-successful-sale?category=none\" target=\"_blank\" rel=\"noopener\">Solicitors Journal</a></strong> <strong>and <a href=\"https://www.thamesvalleychamber.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/?token=641a5fe7-7ba8-4a15-ba4b-6dfab6bef264\" target=\"_blank\" rel=\"noopener\">Thames Valley Chamber of Commerce</a>.</strong></p>\r\n<p class=\"ai-optimize-6\">Broadfield has advised cyber security services specialist CyberCrowd on its sale to the private equity firm Limerston Capital.</p>\r\n<p class=\"ai-optimize-7\">The acquisition of the Newbury-based business will see Limerston Capital build on an earlier acquisition and create a new cyber security and digital forensic services platform for public and private sector organisations.</p>\r\n<p class=\"ai-optimize-8\">CyberCrowd is recognised as a cyber security market leader offering services that include Pen Testing, CISOaaS, certification readiness, DPA services, training and awareness, incident response and a 24-7, 365-managed security operations centre.</p>\r\n<p class=\"ai-optimize-9\">The new group will enable CyberCrowd to continue to grow and strengthen its services whilst bringing its customers advanced digital forensic capabilities, e-discovery solutions and proprietary forensic case management software.</p>\r\n<p class=\"ai-optimize-10\">The Broadfield team was led by Managing Partner John Hutchinson, along with Partners Stephanie Perry (Corporate), Philip Alfandary (Corporate Tax) and Sarah Potter (Commercial Property); Senior Associates Michelle Gorman (Corporate) and Asten Hawkes (Employment); and Solicitor Katie Higgs (Corporate).</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (35666,2202,'insight_modules_0_text_general','<p class=\"ai-optimize-6\"><strong>This article was also featured in <a href=\"https://city-news.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">City News</a>, <a href=\"https://globalbusinessnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Global Business News</a>, <a href=\"https://internationalbusinessnews.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">International Business News</a>, <a href=\"https://londonnewsdesk.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">London Newsdesk</a>, <a href=\"https://technewsinternational.com/index.php/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">Tech News International</a>, <a href=\"https://uktechnews.co.uk/2025/05/28/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/\" target=\"_blank\" rel=\"noopener\">UK Tech News</a>, <a href=\"https://www.solicitorsjournal.com/sjarticle/broadfield-supports-cybercrowds-successful-sale?category=none\" target=\"_blank\" rel=\"noopener\">Solicitors Journal</a></strong> <strong>and <a href=\"https://www.thamesvalleychamber.co.uk/broadfield-advises-cybercrowd-on-sale-to-limerston-capital/?token=641a5fe7-7ba8-4a15-ba4b-6dfab6bef264\" target=\"_blank\" rel=\"noopener\">Thames Valley Chamber of Commerce</a>.</strong></p>\r\n<p class=\"ai-optimize-6\">Broadfield has advised cyber security services specialist CyberCrowd on its sale to the private equity firm Limerston Capital.</p>\r\n<p class=\"ai-optimize-7\">The acquisition of the Newbury-based business will see Limerston Capital build on an earlier acquisition and create a new cyber security and digital forensic services platform for public and private sector organisations.</p>\r\n<p class=\"ai-optimize-8\">CyberCrowd is recognised as a cyber security market leader offering services that include Pen Testing, CISOaaS, certification readiness, DPA services, training and awareness, incident response and a 24-7, 365-managed security operations centre.</p>\r\n<p class=\"ai-optimize-9\">The new group will enable CyberCrowd to continue to grow and strengthen its services whilst bringing its customers advanced digital forensic capabilities, e-discovery solutions and proprietary forensic case management software.</p>\r\n<p class=\"ai-optimize-10\">The Broadfield team was led by Managing Partner John Hutchinson, along with Partners Stephanie Perry (Corporate), Philip Alfandary (Corporate Tax) and Sarah Potter (Commercial Property); Senior Associates Michelle Gorman (Corporate) and Asten Hawkes (Employment); and Solicitor Katie Higgs (Corporate).</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36071,2223,'insight_modules_2_text_general','Mr White subsequently appealed the decision to the Court of Appeal. White argued that the boundary agreement did not bind successors in title to the land. In the alternative, if it did bind successors in title, then it should only do so if they had actual knowledge of the agreement.\r\n\r\nThe Court of Appeal upheld the lower court decision by confirming that the boundary demarcation agreement was binding on both parties and White had trespassed onto the Alders’ land. The court relied on a previous decision in <em>Neilson v Poole </em>which identified two types of boundary agreement:-\r\n<ul>\r\n 	<li>Firstly, a boundary agreement which moves the properties’ boundaries and transfers legal title to parts of land from one neighbour to another. The formalities for a conveyance of land must be met in such an agreement as it transfers legal interests in land.</li>\r\n 	<li>Secondly, a boundary “demarcation” agreement which gives clarity when the boundary is unclear. Such an agreement decides where the location of the boundary is always presumed to have been, as conveyed by the root conveyance. Small areas of land may be exchanged, but no formalities are required for a binding agreement.</li>\r\n</ul>\r\nThis case dealt with the second type of boundary demarcation agreement which was a “<em>a delineation of the property transferred or conveyed and is so for all purposes”</em>. It was binding on White and the Alders as successors in title to the land, irrespective of knowledge of the agreement.\r\n\r\nAs a legal agreement that established the physical extent of the parties’ legal interests, the determined boundary is presumed always to have been in that location. There was, therefore, no requirement for prior knowledge of the boundary agreement.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36099,2224,'insight_modules_1_text_general','<p class=\"ai-optimize-6\">In <em>White v Alder, </em>the parties owned adjoining residential properties in Chelmsford, Essex known as Willow Cottage and the Old Stores. In October 2005, the predecessors in title to both homes orally agreed that the boundary features on the line of the actual boundary, belonged to the Old Stores. The agreement was subsequently written into an informal agreement.</p>\r\n<p class=\"ai-optimize-7\">A matter of days apart from each other in November 2005, White purchased Willow Cottage and the Alders purchased the Old Stores. In 2016, White demolished part of the boundary wall and built an extension to Willow Cottage, without knowledge of a boundary agreement which confirmed the boundary features belonged to the Old Stores.</p>\r\n<p class=\"ai-optimize-8\">The Alders issued trespass proceedings stating that the wall of the extension, its foundations and the scaffolding used in construction, trespassed across the boundary. Mr White’s extension apparently trespassed just an inch or so into the Alders’ land.</p>\r\n<p class=\"ai-optimize-9\">The County Court held that the boundary agreement was binding on White and the Alders.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36105,2224,'insight_modules_2_text_general','Mr White subsequently appealed the decision to the Court of Appeal. White argued that the boundary agreement did not bind successors in title to the land. In the alternative, if it did bind successors in title, then it should only do so if they had actual knowledge of the agreement.\r\n\r\nThe Court of Appeal upheld the lower court decision by confirming that the boundary demarcation agreement was binding on both parties and White had trespassed onto the Alders’ land. The court relied on a previous decision in <em>Neilson v Poole </em>which identified two types of boundary agreement:-\r\n<ul>\r\n 	<li>Firstly, a boundary agreement which moves the properties’ boundaries and transfers legal title to parts of land from one neighbour to another. The formalities for a conveyance of land must be met in such an agreement as it transfers legal interests in land.</li>\r\n 	<li>Secondly, a boundary “demarcation” agreement which gives clarity when the boundary is unclear. Such an agreement decides where the location of the boundary is always presumed to have been, as conveyed by the root conveyance. Small areas of land may be exchanged, but no formalities are required for a binding agreement.</li>\r\n</ul>\r\nThis case dealt with the second type of boundary demarcation agreement which was a “<em>a delineation of the property transferred or conveyed and is so for all purposes”</em>. It was binding on White and the Alders as successors in title to the land, irrespective of knowledge of the agreement.\r\n\r\nAs a legal agreement that established the physical extent of the parties’ legal interests, the determined boundary is presumed always to have been in that location. There was, therefore, no requirement for prior knowledge of the boundary agreement.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36111,2224,'insight_modules_3_text_general','<p class=\"ai-optimize-6\">This case reinforces the need to raise careful enquiries when purchasing land. Parties are advised to ask if any boundary demarcation agreements are in place, particularly if there is doubt over the boundary, as this specific query does not fall within the standard residential or commercial enquiries.</p>\r\n<p class=\"ai-optimize-7\">However following <em>White v Alder</em>, it may be that the seller is unable to disclose when it has no knowledge of a prior boundary agreement which comes to light later on, and yet is still binding on the parties.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36130,2226,'insight_modules_0_text_general','In a “neighbours at war” dispute, the Court of Appeal decided that a boundary agreement was binding on the owners even though it had been put in place before both had purchased their neighbouring homes. Neither party had knowledge of its existence until a dispute over an extension arose over the boundary location.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36136,2226,'insight_modules_1_text_general','<p class=\"ai-optimize-6\">In <em>White v Alder, </em>the parties owned adjoining residential properties in Chelmsford, Essex known as Willow Cottage and the Old Stores. In October 2005, the predecessors in title to both homes orally agreed that the boundary features on the line of the actual boundary, belonged to the Old Stores. The agreement was subsequently written into an informal agreement.</p>\r\n<p class=\"ai-optimize-7\">A matter of days apart from each other in November 2005, White purchased Willow Cottage and the Alders purchased the Old Stores. In 2016, White demolished part of the boundary wall and built an extension to Willow Cottage, without knowledge of a boundary agreement which confirmed the boundary features belonged to the Old Stores.</p>\r\n<p class=\"ai-optimize-8\">The Alders issued trespass proceedings stating that the wall of the extension, its foundations and the scaffolding used in construction, trespassed across the boundary. Mr White’s extension apparently trespassed just an inch or so into the Alders’ land.</p>\r\n<p class=\"ai-optimize-9\">The County Court held that the boundary agreement was binding on White and the Alders.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36142,2226,'insight_modules_2_text_general','Mr White subsequently appealed the decision to the Court of Appeal. White argued that the boundary agreement did not bind successors in title to the land. In the alternative, if it did bind successors in title, then it should only do so if they had actual knowledge of the agreement.\r\n\r\nThe Court of Appeal upheld the lower court decision by confirming that the boundary demarcation agreement was binding on both parties and White had trespassed onto the Alders’ land. The court relied on a previous decision in <em>Neilson v Poole </em>which identified two types of boundary agreement:-\r\n<ul>\r\n 	<li>Firstly, a boundary agreement which moves the properties’ boundaries and transfers legal title to parts of land from one neighbour to another. The formalities for a conveyance of land must be met in such an agreement as it transfers legal interests in land.</li>\r\n 	<li>Secondly, a boundary “demarcation” agreement which gives clarity when the boundary is unclear. Such an agreement decides where the location of the boundary is always presumed to have been, as conveyed by the root conveyance. Small areas of land may be exchanged, but no formalities are required for a binding agreement.</li>\r\n</ul>\r\nThis case dealt with the second type of boundary demarcation agreement which was a “<em>a delineation of the property transferred or conveyed and is so for all purposes”</em>. It was binding on White and the Alders as successors in title to the land, irrespective of knowledge of the agreement.\r\n\r\nAs a legal agreement that established the physical extent of the parties’ legal interests, the determined boundary is presumed always to have been in that location. There was, therefore, no requirement for prior knowledge of the boundary agreement.');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36148,2226,'insight_modules_3_text_general','<p class=\"ai-optimize-6\">This case reinforces the need to raise careful enquiries when purchasing land. Parties are advised to ask if any boundary demarcation agreements are in place, particularly if there is doubt over the boundary, as this specific query does not fall within the standard residential or commercial enquiries.</p>\r\n<p class=\"ai-optimize-7\">However following <em>White v Alder</em>, it may be that the seller is unable to disclose when it has no knowledge of a prior boundary agreement which comes to light later on, and yet is still binding on the parties.</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36168,2227,'insight_modules_0_text_general','<strong>This article was also featured in <a href=\"https://www.paminsight.com/epc/article/broadfield-makes-residential-property-partner-promotion?token=641a5fe7-7ba8-4a15-ba4b-6dfab6bef264\" target=\"_blank\" rel=\"noopener\">ePrivateClient</a>, <a href=\"https://alwaysfinance.co.uk/2025/05/15/broadfield-announces-residential-property-partner-promotion/\" target=\"_blank\" rel=\"noopener\">Always Finance</a>, <a href=\"https://builder-master.co.uk/2025/05/15/broadfield-announces-residential-property-partner-promotion/\" target=\"_blank\" rel=\"noopener\">Builder Master</a>, <a href=\"https://businessinthesouthwest.co.uk/2025/05/15/broadfield-announces-residential-property-partner-promotion/\" target=\"_blank\" rel=\"noopener\">Business News South West</a>, <a href=\"https://dailybusinessnow.com/2025/05/15/broadfield-announces-residential-property-partner-promotion/\" target=\"_blank\" rel=\"noopener\">Daily Business Now,</a> <a href=\"https://propertynewsdesk.co.uk/2025/05/15/broadfield-announces-residential-property-partner-promotion/\" target=\"_blank\" rel=\"noopener\">Property Newsdesk</a>, <a href=\"https://southeastonline.co.uk/2025/05/15/broadfield-announces-residential-property-partner-promotion/\" target=\"_blank\" rel=\"noopener\">South East Online, </a><a href=\"https://southwest-news.co.uk/2025/05/15/broadfield-announces-residential-property-partner-promotion/\" target=\"_blank\" rel=\"noopener\">South West News, </a><a href=\"https://www.newlawjournal.co.uk/content/broadfield-katie-lewis?token=641a5fe7-7ba8-4a15-ba4b-6dfab6bef264\" target=\"_blank\" rel=\"noopener\">New Law Journal</a> and <a href=\"https://www.insidermedia.com/news/south-east/broadfield-makes-residential-property-partner-promotion-in-southampton\" target=\"_blank\" rel=\"noopener\">South East Business Insider</a>.</strong>\r\n\r\nBroadfield has today announced the promotion of Katie Lewis to Partner.\r\n\r\nKatie leads the firm’s residential property team in Southampton with a practice across the South East and South West. Her expertise extends to all types of residential property transactions, including high value sales and purchases, rural property and leasehold enfranchisement.\r\n\r\nBroadfield has a strong residential property team spread across its offices in London, Cambridge, Reading and Southampton, which acts on a wide range of property transactions for all types of clients, from first-time buyers to ultra-high net-worth individuals located around the world.\r\n\r\nCommenting on her promotion Katie said:');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36170,2227,'insight_modules_1_quote_text','“I am thrilled to be promoted to Partner at an exciting time for the firm as it embarks on an ambitious international growth strategy. Our clients take enormous comfort from our hands-on, local knowledge backed by the strength and weight of the expertise of an international law firm.” ');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36176,2227,'insight_modules_2_text_general','<p class=\"ai-optimize-6\">Hema Anand, Partner and Head of Residential Property at Broadfield adds:</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36286,2236,'insight_modules_0_text_general','<p class=\"ai-optimize-6\">Broadfield and Vortal Homes have secured the first Biodiversity Net Gain (BNG) habitat bank in Dorset that will unlock residential development whilst creating and preserving nature-rich environments in the county.</p>\r\n<p class=\"ai-optimize-7\">Site promoters Vortal Homes and Broadfield, following negotiation with Dorset Council, have secured permission for a Habitat Management and Monitoring Plan (HMMP) for 16 hectares of land at Purns Mill, Gillingham, Dorset, to be offered as a BNG off-site habitat bank.</p>\r\n<p class=\"ai-optimize-8\">Purns Mill is a mix of livestock grazing and hedging with two chalk streams. The HMMP will see the landowner create species-rich grasslands, ponds, mixed scrubland and improvements to hedging that will benefit wildlife whilst continuing to operate as a working farm.</p>\r\n<p class=\"ai-optimize-9\">BNG units will be sold by Vortal Homes to residential developers who are unable to meet the required BNG improvements on their own development sites.</p>\r\n<p class=\"ai-optimize-10\">The Residential Development and Planning Law teams at Broadfield created the legal agreements that underpin this BNG habitat bank and will draft the BNG agreements sold by Vortal Homes to residential developers.</p>\r\n<p class=\"ai-optimize-11\">The Broadfield team was led by Legal Director Chris Holmes (Planning) and Of Counsel Gemma Bullard (Property).</p>');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36288,2236,'insight_modules_1_quote_text','“This is an important milestone for Vortal Homes, Dorset Council and Purns Mill, helping unlock much-needed new homes in the county. It is also an important milestone for Broadfield, negotiating a template agreement that can be used for similar future sites across Dorset. We look forward to continuing to work with Vortal Homes as it sells on BNG units to residential developers.”');
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INSERT INTO `Z1EZp7_postmeta` VALUES (36290,2236,'insight_modules_1_quote_author','Chris Holmes ');
INSERT INTO `Z1EZp7_postmeta` VALUES (36291,2236,'_insight_modules_1_quote_author','field_67425800ebb4e');
INSERT INTO `Z1EZp7_postmeta` VALUES (36292,2236,'insight_modules_1_quote_author_title','Legal Director');
INSERT INTO `Z1EZp7_postmeta` VALUES (36293,2236,'_insight_modules_1_quote_author_title','field_6742580aebb4f');
INSERT INTO `Z1EZp7_postmeta` VALUES (36294,2236,'insight_modules_2_quote_text','“This is a hugely important agreement for us and Dorset Council and we are enormously grateful to Gemma and Chris at Broadfield for their sustained effort and support. It would not have been possible without them. We now look forward to creating the BNG units for developers that will see the delivery of new homes and the significant improvements to wildlife habitats at Purns Mill.”');
