The steps trustees must take when a charity works with partners, to ensure resources are managed responsibly
Legal protections for people who raise concerns
How the Public Interest Disclosure Act protects any whistleblowing worker
What organisations are expected or obliged to do when concerns are raised
Find out about 'limitation periods' regarding certain types of claim
Guidance for managing specific aspects of safeguarding, such as running criminal records checks and whistleblowing
Information about DBS checks and tools to help you understand the law as it applies to the roles in your organisation
Information about getting DBS checks for staff and volunteers
How to identify potential risks when creating a new staff or volunteering role
How and when to ask about a staff member or volunteer's criminal history
Sample trustee expenses claim form
A sample management calendar for users to adapt for their own organisations
A template risk register is a framework for identifying, assessing and recording the risks that your organisation faces
Sample role descriptions for a range of trustee roles
The management of a charity is delegated to the chief executive. This is a sample role description for a chief executive.
All sub-committees need terms of reference that clearly indicate what's expected of them and who they're accountable to.
It is good practice that the CEO reports to the board on a regular basis, we would recommend this report is written so that trustees have time to digest it and formulate questions.
A resource pack to help you write a scheme of delegation.
Find out how our example code of conduct can ensure your complaints are handled fairly and consistently.
Read the new Code, which sets out principles of good governance for charities.