How did The Charterhouse become a client of Birketts?
Two years ago, The Charterhouse (or Sutton’s Hospital in Charterhouse) appointed Birketts through a tender process. The charity’s aim was to develop a longer-term relationship with a law firm.
Birketts has subsequently advised The Charterhouse on issues relating to the charity itself, property transactions, its commercial arm, and safeguarding.
What is unusual about The Charterhouse?
The Charterhouse is quite a complex charity because of the different interactions of the things that they do. They house older people and offer on-site housing, with full catering. They also have a CQC-registered domiciliary care service providing care for their ‘Brothers’, as the residents are called. On top of this, there is a property portfolio with not only private tenants but also commercial tenants and a business called Carthusia Limited, which hosts events and does a lot of filming.
What challenges does this present?
The challenge lies in the competing elements within these sectors and in ensuring they are balanced. The Charterhouse is a historic site with buildings dating back to medieval times, and filming and events can disrupt the daily life of the community, which cares for the Brothers. Add to this the logistics of supplying food to everybody at the right time and keeping a museum open to the public five days a week, and there is a melting pot of different priorities.
How does Birketts help?
Birketts help in many ways. Having a longer-term relationship with The Charterhouse means we understand what drives the charity. This includes a lot of business transactions related to property and issues in charity law, as well as providing advice on The Charterhouse’s commercial arm and health and safety.
We also understand the wider sector very well, which means we realise the pressures charities face in general, for example, macroeconomic pressures on costs and investments, and the complex ecosystem of how money comes into the charity.
Importantly, we have taken the time to understand The Charterhouse and to develop a relationship with the Chief Executive and his team, discussing how the charity interacts with individuals, the future, and what that means.
Key Contacts
There’s a real depth to their understanding of us and their efforts to do so as well. I think that’s quite special, brilliant.
Peter Aiers, 34th Master and Chief Executive