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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Clic Sargent: a journey of transformation

Three years ago Clic Sargent was facing a big black hole in its finances. Jonathan Plumtree explains what the charity did to respond and how it emerged from the crisis stronger than ever.

Girlguiding: from operational to strategic

Gill Slocombe, chair of Girlguiding, describes how this very large membership body adapted its governance to deliver better and faster strategic decision-making.

Personal agendas have no place on charity boards

What do you do when a new chair of trustees manipulates ‘good practice’ to further his personal agenda for the charity?Two practitioners offer their views in this case study of poor governance.

Failure to report a serious incident to the Charity Commission

David Walker explains how a charity can end up in more difficulty by not reporting serious incidents to the Charity Commission.

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

» Trustees ignoring looming insolvency

Opening another bank account

Tina Allison advises the chair of a charity who is unsure about why staff are asking for a new bank account to be opened.

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Natasha Hart, founder and chief executive, Newham All Star Sports Academy, explains why being named Overall Winner at this year's Charity Awards, made her realise the charity needed to change.

Staff signing bank mandates

Sam Coutinho advises the chair of a charity who has discovered staff have been signing bank mandates.

Alice Maynard

Bringing a charity back from the brink of collapse is a tricky business – but for Alice Maynard, outgoing chair of Scope, the solution is as much about the human touch as it is about bottom-line financials. Emily Corfe speaks to her about how she did it.

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