Lindsay Driscoll

Lindsay Driscoll

Lindsay Driscoll is a charity law and governance expert, currently working as a consultant at Bates Wells and Braithwaite. She was a Charity Commissioner and in 2009 was named as chair of the steering group for the Code of Good Governance and chair of the independent expert group drawing up guidance for the sector about expenses disclosure.

Driscoll graduated from Oxford University with Jurisprudence, and went on to qualify as a solicitor at a City of London firm. She has over 30 years of experience in charity law and governance, including acting as assistant registrar general and lecturer at the Post-Graduate school of Law in Kenya.

She spent eight years at the NCVO, latterly as head of the legal and governance department, and went on to become a partner at Sinclair Taylor and Martin, working internationally to provide technical assistance and training on NGO law.

She has been a member of the executive committee of the Charity Law Association and is currently on the board of Dance United, the International Center for Not-for-Profit Law, a community foundation and a small theatre company.

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Displaying 1 to 8 (of 8)

When should you make your charity's decisions by email?

When is it appropriate to make a decision by email? And when should you wait for the trustee meeting? Lindsay Driscoll offers some advice.

A poor understanding of governance

Gillian Guy and Lindsay Driscoll offer advice to a charity whose board is not following its own policies.

Is the president taking liberties over travelling expenses?

A finance director raises concerns over the president's jet-setting at the charity's expense, particularly as her unaffiliated husband reaps the benefits too.

Who are the trustees?

Confusion arises when a property dispute calls to question who the trustees of an ancient religious charity may be. Lindsay Driscoll and Paul Ridout respond to the dilemma in this case study.

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.

Disempowering the board and usurping collective authority

Most trustees seem unaware that they have to act solely in the interests of the charity when making decisions at board meetings. Instead they guard and promote the interests of their branches or their regions.

When does liability of trustees begin and end?

When a charity gets into financial or other difficulties, sometimes the first reaction of trustees is to resign in order to escape liability.

Breach of trust

Most trustees know that being "in breach of trust" raises the possibility of being personally liable. What exactly is "breach of trust" and in what circumstances does this lead to personal liability?

Displaying 1 to 8 (of 8)

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Dorothy Dalton (17) James Sinclair Taylor (7) Don Bawtree (6) Anne-Marie Piper (5) Neal Green (5) Lindsay Driscoll (5) Anne Moynihan (5) Beryl Hobson (5) Tania Mason (4) Stephen Lloyd (4)
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How to fund digital transformation at charities

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Really simple first aid at the British Red Cross

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Kirsty Weakley report's on a new customer-relationship management system at the British Red Cross, and...

Paying the price of poor data management: how to avoid falling foul of the Data Protection Act

29 Jun 2015

Charities are still failing to sufficiently protect personal data, with breaches more than doubling over...

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