10 Sep 2015
Two trustees at the Halo Trust were paid a combined total of £120,000 to review the charity’s structural, remuneration and governance arrangements following the suspension and eventual resignation of its founder and chief executive.
Jayne Ingram, assistant solicitor at Bircham Dyson Bell, reports on a recent case highlighting the need for independent trustees.
Jo Williams, chief executive of Mencap; Gordon Edington, Chair of NCH-Action for Children, and Julia Eaton, HR expert, advise on how to deal with a chief executive who likes alcohol a bit too much.
One of the most crucial tasks carried out by a board of trustees is the identification, recruitment and induction of a new chief executive. Yet trustees often rush into placing an advertisement before giving time to the essential preparatory work.
In January 2005, David Bedford stepped down after five years as the chair of YCare International. The board decided to recruit a new chair who could build on David Bedford's achievements and work closely with Chris Roles to take the charity forward to the next stage of its development.
They need to look outside their own organisation and look at others who are doing similar work to see if they are doing it better or more efficiently. If they are, that doesn't mean they should immediately close or seek to merge but it does mean that something needs to change.
Despite its key importance, trustees often neglect updating their governing document. It is vital to ensure that it has kept pace with developments in the organisation.
Trustees are responsible for the performance of their charity, therefore have a responsibility to identify and adopt methods of measuring the performance of the charity. Mike Caudrey reports.
Attending our one day courses is a highly effective way of ensuring new and existing trustees fully understand their role, responsibilities and liabilities.