Trustees and finance directors
Case studies

'Open and honest': The treasurer and finance director relationship

13 Mar 2015

The January issue of Governance carried an article about the
relationship between the key board member responsible for finance and
the finance director. In this issue a finance director and a treasurer
give us their perspective on this relationship.

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'Open and honest': The treasurer and finance director relationship

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Removing a dictator as chair of trustees

How do we expel the dictator chair? The editor answers this trustee's dilemma.

Dealing with a prominent patron who is a loose cannon

Paul Gibson offers some guidance to a board of trustees who is desperately trying to maintain control of their organisation

Chairman's corner: Recognising when it's time to move on

A troubled chief executive struggling with whether to stay or go asks The Chairman for some sound advice...

A blinkered dragon

The chair of a rural environmental charity dies suddenly. None of his four fellow trustees feel able to take his place. His wife begs the trustees to accept her wealthy friend Lady Guzzler. But she proves to be a dragon not a shepherd. All but one make excuses and resign. Lady Guzzler masterminds their replacement with three City professionals.

Good advice, but there is an important point to add: merger is rarely a proper answer to impending insolvency.

» Trustees ignoring looming insolvency

Why are you telling me this?

Steve Powell, chief executive of SignHealth, explains how he improved trust between himself and his board.

Complacent management and over-trusting trustees

This is a well established charitable company. Trustees are the only company members. The charity has had a very good reputation in its field. The last inspection report gave it a two rather than a three-star (excellent) rating which it normally gets.

When the board and chief executive's ideas for the future of the charity differ

This is a highly respected international charity and is a company limited by guarantee. Trustees are the only company members. The board is highly skilled and provides strong governance.

Misplaced trust in chair and executive

This year, the charity expects a turnover of just over £22m, double that of the previous year. The charity has had four years of significant growth with funding pouring in and the number of public service contracts soaring.

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