10 Sep 2015
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.
Is this profile up-to-date? If not, please let us know at email@example.com
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.
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.
Many trustees do not understand what an internal audit entails nor the role of an internal auditor. Charities Internal Audit Network describes what an internal auditor should do.
Attracting, retaining and developing the best people to work for you in a paid or unpaid capacity should have a high priority for all organisations. Many charities set up a separate committee to find, induct and develop new board members. This committee is often called the nominations committee although quite often the remit is expanded to form a governance or board development committee.
Most chief executives hate their boards meeting without them and argue that important discussions and decisions should not be made without their presence. This is generally a sound argument but are there times when boards need to meet without their executive
Attending our one day courses is a highly effective way of ensuring new and existing trustees fully understand their role, responsibilities and liabilities.