18 Sep 2014
Dorothy Dalton is editor of Governance magazine and a governance expert. She was the first chief executive of Acevo, holding the position from 1992 to 2000. She also founded the Network of Women Chairs and co-founded Groundbreakers, a support group for female chief executives in the voluntary sector.
She was a non-executive director of the Inland Revenue and has been a judge at the Charity Awards for several years.
In a voluntary capacity Dalton has been a trustee of several charities including Marie Curie Cancer Care and regularly participates in fundraising expeditions for JoLt, the Journey of a Lifetime Trust which arranges overseas expeditions for disadvantaged or disabled young people.
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Ultimate responsibility for the charity lies collectively with the full board of trustees as does ultimate authority over the charity. Trustees should ensure that no individual or groups of individuals ever undermine the board's ultimate authority or stewardship role.
The Charity Commission receives around 2,000 complaints about charities a year; these are wide-ranging but their remit means they can only look into specific types of issues. To explain the process more clearly, the Charity Commission recently published revised guidance.
The Charities Act 2006 brought in changes which allow charity trustees to be paid for providing their charities with goods and services, and guidance published in June 2008 by the Charity Commission clarifies how boards should handle both these types of payments and general trustee expenses.
The Charity Commission, the independent regulator for charities in England and Wales, and the Department for Culture Media and Sport have jointly prepared new conflicts of interest guidance for arts charities.
Dorothy Dalton explores the reasons commonly given by trustees for leaving a charity prior to completing their term of office.
According to the 2007 Acevo survey of CEO salaries, third sector organisations employing over 1000 staff now pay chief executives a median salary of £103 000, breaking the £100,000 barrier for the first time.
What should a chief executive and trustees do if the chair of trustees refuses to take on a leadership role?
Governance today has grown greatly in sophistication. Gone are the days when charity boards concentrated solely on regulatory compliance and financial issues. Today in well-governed charities, trustees and chief executives are aware that there are three key strands of governance.
7 Oct 2014
26 Nov 2014
12 Feb 2015
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