Dorothy Dalton is editor of Governance magazine and a governance expert. She was the first chief executive of Acevo, holding the position from 1992 to 2000. She also founded the Network of Women Chairs and co-founded Groundbreakers, a support group for female chief executives in the voluntary sector.
She was a non-executive director of the Inland Revenue and has been a judge at the Charity Awards for several years.
In a voluntary capacity Dalton has been a trustee of several charities including Marie Curie Cancer Care and regularly participates in fundraising expeditions for JoLt, the Journey of a Lifetime Trust which arranges overseas expeditions for disadvantaged or disabled young people.
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This model job description is written for trustees of larger charities but will be of interest to trustees of smaller charities although much of the detail will not apply to them. When adopting model documents it is important to tailor the model to reflect your charity, its needs and its stage of development.
All charities should, but most charities do not, ask potential trustees to sign a declaration about their eligibility for the post of trustee. This sample declaration form is an adapted and more detailed version of the declaration form for trustees which can be found on the NCVO website and which is used here with the kind permission of NCVO.
Governance magazine editor, Dorothy Dalton, presents some possible ground rules for closed or private meetings of the board.
The quality of board papers has an enormous impact on the quality of discussion and decision-making at board meetings and therefore the quality of governance.
A finance committe will take delegated responsibility on behalf of the board of trustees for overseeing all financial aspects of the charity so as to ensure short and long term viability and report back to the board accordingly.
Attracting, retaining and developing the best people to work for you in a paid or unpaid capacity should have a high priority for all organisations. Many charities set up a separate committee to find, induct and develop new board members. This committee is often called the nominations committee although quite often the remit is expanded to form a governance or board development committee.
Moving on a founder can be one of the hardest tasks facing a board of trustees. Dorothy Dalton discusses how to most tactfully approach the situation.