• Dorothy Dalton

  Dorothy Dalton is a leading expert on governance who has written several books on the subject. She was editor of Governance: essential information for effective trustees from July 2005 to January 2016.

  With a ‘first’ in mathematics, Dorothy, a former Headteacher, was chief executive of ACEVO, the association of chief executives of voluntary organisation from 1992 to 2000. She is currently chair of trustees at the Royal National Orthopaedic Hospital Charity. She has been a trustee of many charities including Marie Curie and has been chair of governors of the Petchey Academy in Hackney, chair of trustees of the Journey of a Lifetime Trust (JoLt) and chair of governors of Orley Farm School Trust. From 2000 to 2003 she was a non-executive director of the Inland Revenue. She was a fellow of the Leadership Trust Foundation and of International Students House. She is a life fellow of the RSA. She founded the Journey of a Lifetime Trust (JoLt), the Network of Women Chairs, and Groundbreakers: Voluntary sector women leaders. 

  Dorothy was awarded the Leonard Cheshire Lifetime Achievement Award for enabling disabled people. She was nominated for the 1995 UK Woman of Europe Award for her work in the Voluntary Sector and she is an Honorary Life Member of ACEVO.

  Dorothy has a passion for travel. During her spare time, from 1983 to 2010, Dorothy organised and led month-long challenging expeditions for disabled and disadvantaged teenagers to remote corners of the world. She continues to participates in other expeditions (many of which she organises herself)  including  crossing the Bayuda  Desert by camel, and canoeing, kayaking and white-water rafting the Zambezi between Zimbabwe and Zambia. 

  Publications written by Dorothy:
  •    Financial Governance: a gentle guide for the non-financial charity trustee
  •    Good Governance: a practical guide for trustees, chairs and CEOs 
  •    Recruiting a New Chief Executive: a guide for chairs and trustees
  •    The Board’s Responsibility for Appraising the Chief Executive
  •    Good Governance: The Chair’s Role
  •    Good Governance: The Chief Executive’s Role

  www.dorothydaltongovernance.com

9.55am	Log in to ensure prompt start at 10am
10.00am	Introductions The changing environment in which trustees and charities have to operate CC3 – Duties of trustees Including: collective authority and responsibility of trustees acting solely in the interests of the charity not benefiting When trustees can be personally liable Duties of Company Directors
10.15am	What is governance? The relationship between governance and management Trustees’ role description Success and failure of organisations and the link with governance Three different models of governance and what each has to offer
12. 30pm	Lunch
1.00pm	Information needs of trustees When too much detail is dangerous – when detail could be important What should be in a CEO’s report to the board Basic rules for board papers Planning the work of the board Why planning of the board work programme is vital to help trustees fulfil their duties and responsibilities One way to plan the work of the board
2.15pm	End

9.55am	Log in to ensure prompt start at 10am
10.00am	Case study
11.00am	Break
11.10am	Re-join Relationships with your chief executive and chair of trustees holding the CEO to account without meddling in management; getting the right balance between support and constructive challenge; Julia Unwin’s 5S model for high performance boards
12. 30pm	End

 

Governance & Leadership subscribers can book onto Understanding Governance Stage 1 and save 30% on the Stage 2 course taking place on 22-23 June 2022.

Understanding Governance Stage 2: Governance in Practice

9:55am	Log in to ensure prompt start at 10am
10.00am     10.15am	Introductions Brief reminder of the fundamentals of governance   Refreshing the board – identifying  new trustees What is your role in identifying potential trustees? What is good board practice? Once elected/appointed, ensuring new trustees receive appropriate induction and support
11.00am	Break
11.10am	Re-join Board behaviours and dealing with people problems Trustees can behave badly too Spotting the signs of a deteriorating relationship between the CEO and the board Closed/private meetings/sessions of the board
12. 15pm	Lunch
12.45pm	Dealing with risk strategically and systematically Much of governance is about identifying and managing strategic risk without getting risk averse What role should you as trustee play in dealing strategically and systematically with risk
2pm	End

9.55am	Log in to ensure prompt start at 10am
10.00am	Case study
11.00am	Break
11.10am	Re-join Developing a learning organisation – Why reviewing performance is important for every trustee and the board: Reviewing the CEO’s performance; Reviewing the chair’s performance Reviewing the effectiveness of the board Reviewing the effectiveness of each board committee Reviewing the performance of each trustee. Open session – a chance to raise any other trustee issues
12. 30pm	End

 

Caroline Thomas

Trustee And Hon. General Secretary

Casualties Union

I now feel more confident that my charity is functioning well and have taken dozens of tips and ideas away for doing even better

Liz Gould

Trustee

JWA

Every trustee should attend one of these courses if they are to do their job properly

Joe Curran

Resources Director

Interights

An extremely useful course with excellent materials

 

(prices exc VAT)

Understanding Governance Stage 1 only

Governance & Leadership subscriber - £195
Standard rate - £235
Non-charity Governance & Leadership subscriber- £300
Non-charity delegate- £400

Understanding Governance Stage 1 and Stage 2

Governance & Leadership subscriber - £331
Standard rate - £339

For group bookings email [email protected] 

Substitution and cancellation policy: On receipt of your booking form, your place is confirmed. Delegate substitutions are allowed. Up to and including 14 days prior to the event, a refund (less a 15% administration fee), or one complimentary transfer to another training date can be issued. Only one complimentary transfer can be issued, no refund will be issued for a cancelled transfer.  Once a transfer has been processed, refund for the original booking will not be issued. Refunds or transfers are not available less than 14 days before the event date. Confirmation of cancellations MUST be in writing and sent or faxed to Civil Society Media at 15 Prescott Place, London, SW4 6BS 020 7819 1200 (fax: 020 7819 1210).