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.
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.
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.
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.
Tina Allison advises the chair of a charity who is unsure about why staff are asking for a new bank account to be opened.
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.
Sam Coutinho advises the chair of a charity who has discovered staff have been signing bank mandates.
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.