Academic literature on the topic 'Legal aid schemes Ghana'

Many SMEs lack business competitiveness and sustainability. Their potential for growth and expansion is limited, and they are constrained by institutional challenges (such as high-interest rates and rigid regulatory requirements) which impede their creativity, innovativeness and sustainability. Despite the numerous contributions of the sector to the Ghanaian economy, SME internationalisation in Ghana is at the nascent stage and is bedevilled with a gamut of institutional challenges. Studies of the formal and informal institutional effects on indigenous SME internationalisation in the Ghanaian economy are limited. Furthermore, a stylised framework which serves as a model to aid academics and researchers in investigating the impact of the formal institutions (legal and political) and informal institutions (socio-culture) on Ghanaian-owned businesses is under-canvassed in the Ghanaian entrepreneurial eco-system. Hence, this paper suggests a model for institutions and SME internationalisation to boost their innovativeness and business sustainability.

This chapter considers the nature and benefits of an organization gaining charitable status. Charity, in the sense of doing good for one’s fellow man, is often linked with philanthropy, which is the desire to promote the welfare of others. However, the legal definition of ‘charity’ is one that is carefully controlled because of the advantages that organizations which are classed as charities at law enjoy. Nevertheless, it includes a variety of purposes, which affect of the everyday life of citizens. Many people in England and Wales have real, if unknowing, contact with the law of charitable trusts, whether they are putting a small donation into collection boxes or envelopes, putting something into a collection at church, signing a Gift Aid declaration on admission to National Trust properties, contributing regularly through payroll giving schemes, or responding to major disaster appeals.

This chapter discusses the separation and independence of the AHRB from the HEFCE. In 2001, through the aid of Bahram Bekhradnia, the AHRB gained autonomy from the HEFCE. At the beginning of the fiscal year in April 2001, the ARHB became a company limited by guarantee. In September of the same year, the organisation gained legal status as a charity, hence affording it certain tax advantages. The newly independent company and charity took on new trustees, however it retained its broad responsibilities. It also took on the responsibility for producing its own audited Statutory Accounts. At the same time, the organisation's staff formally transferred to the employment of the ARHB and in the following year additional staff were recruited. In the month of October, the organisation signed a ten-year lease contract on its new office in Whitefriars Building in Bristol. In addition, the organisation was also attaining full realization of its programmes and objectives. It formed three award schemes including the Research Leave scheme. It also created the Fellowships in the Creative and Performing Arts. In addition, the organisation also formed new funding schemes and in 2002, upon the approval of the government, the Research Council funded projects throughout the UK. In sum, as Chief Executive David Eastwood puts it, the ARHB was achieving independence and operating in ways which still mirrored those of the research councils.