ByGeorge Knight, Training Consultant, DSC —Strategy and planning, Management & leadership, Personal development —
The future of the workplace: What role do charities play?
What will the workplace look like for charities once the pandemic is over? DSC Training Consultant, George Knight, gives us...
ByChrissie Wright, Associate Trainer, DSC —Personal development, Management & leadership, Project management —
Leadership during the pandemic: managing with care
Chrissie Wright, Associate Trainer at DSC gives tips on managing during a pandemic with some wise words from Debra Allcock...
ByJay Kennedy, Director of Policy and Research, Directory of Social Change —Strategy and planning, Government and the Voluntary Sector —
5 takeaways from Spending Review 2020 for charities
Jay Kennedy, Director of Policy and Research at DSC, gives us an analysis of the Spending Review.
ByBronwen Edwards, Executive Office Manager, DSC —Personal development, Self-improvement, Leadership, Management & leadership —
Five top tips for managing the human side of the furlough extension
DSC’s Executive Office Manager, Bron, gives her top tips on how to manage the furlough extension.
ByDebra Allcock Tyler, CEO, DSC —Fundraising, Community and events, Self-improvement —
Debra Allcock Tyler: Being knackered is not the same as a mental health epidemic
The assumption that negative feelings indicate a really serious problem can have unintended consequences
ByJacqueline Williams —Personal development, Self-improvement, Marketing —
Is the crisis over; what now?
As the charity sector adapts to the new normal following the COVID-19 pandemic, now is the time to reevaluate which...
ByAndrew Purkis, Trustee, DSC —Trustees, Governance, Leadership —
It's a Battle on the Board Podcast
Dr Andrew Purkis, Trustee at DSC, interviews Debra Allcock Tyler, CEO at DSC, about her new book and all things...
ByMike Hudson —Strategy and planning, Government and the Voluntary Sector, Management & leadership —
Maximising the value of a governance review
Did your last governance review lead to a huge leap in board effectiveness or was it a tick box exercise that gave the board a false comfort that it is working as well as it could?
