Dorothy Dalton

Dorothy Dalton

Editor, Governance

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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Paid trustees and unitary boards are wholly inappropriate

Is the time right for paid trustees and unitary boards? Dorothy Dalton reports.

Minutes of meetings

Minutes are a legal record and can be used by regulators or by the courts if there are questions of legal liability. It is vitally important that they are accurate and provide an audit trail for all major decisions. Minutes need to show that trustees acted reasonably and prudently.

An idiot's guide to disempowering your board of trustees

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.

Acting prudently

Trustees can be personally liable if they act imprudently. How do trustees ensure they are prudent without becoming paranoid and risk-averse?

Reasons for leaving

Dorothy Dalton explores the reasons commonly given by trustees for leaving a charity prior to completing their term of office.

Acevo survey of CE salaries (2007)

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.

Dealing with a problem chair

What should a chief executive and trustees do if the chair of trustees refuses to take on a leadership role?

The three key strands of governance

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.

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