Valerie Owen, OBE, chair of Swan Housing Association’s board, describes how seeing a governance problem as an opportunity for improvement led to a Swan that is really fit for the future.
A chief executive and employment lawyer offer advice on what to do when allegations of bullying heighten tension in the workplace.
Rushing towards a merger without following the proper procedures leads one charity into a bigger commitment than anticipated, reports Dianne Haley.
Elizabeth Davis and Kirsteen Hook examine issues faced by trustees working with large complex networks.
Good advice, but there is an important point to add: merger is rarely a proper answer to impending insolvency.
Three years after starting a governance restructuring programme, key players at the Education Support Network describe how it was done.
Can a trustee board be too trusting of its executive team? Two experts give their advice for a charity in a trouble with the auditors.
David Spence, acting chair of Debra, describes why the charity moved from a fully elected board to a more skills-based board while keeping members at the forefront of decision-making.
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.