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.

Is this profile up-to-date? If not, please let us know at whoswho@civilsociety.co.uk

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Chief executive’s wife as his deputy?

Dorothy Dalton offers some advice to a trustee worried about a controversial proposal from their chief executive.

Dorothy Dalton

Careful planning can help boards keep to their governance role, says Dorothy Dalton.

Closed or private meetings of the board - the ground rules

Governance magazine editor, Dorothy Dalton, presents some possible ground rules for closed or private meetings of the board.

Trustee payment through third party

A new chair is concerned about the legality of a company associated with the charity paying its trustees.

Founders: blessing or a curse?

Moving on a founder can be one of the hardest tasks facing a board of trustees. Dorothy Dalton discusses how to most tactfully approach the situation.

A guide to governance reviews

Regular governance reviews need not be costly, work-intensive or complicated. Dorothy Dalton advises.

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.

Acting prudently

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

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