The Governance RegisterEdition 2026 · Compiled 12th July 2026

The Daniel Wilkinson Foundation

Registered charity 1171728 CIO Registered since 2017

Operates: Throughout England And Wales

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Board DNA

How this board is put together, from Charity Commission trustee records and Companies House - deterministic, no AI.

5
trustees on the board
9y median 9y
average tenure
9y
longest tenure
5
trustees past 6 years
9.4y
average years in governance
5 vs 0 portfolio
first-time trustees
0
company-linked trustees

Sector coverage

The Advancement Of Health Or Saving Of Lives 5

Gaps to watch

  • No commercial or business experience on the board
  • Several long-serving trustees could step down together
  • Narrow spread of causes across the board
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Related organisations

Boards that overlap with this one through shared trustees, or govern in the same field. Deterministic, from public records.

Contact

Websitewww.thedanielwilkinsonfoundation.org
Emailcontact@thedanielwilkinsonfoundation.org
Phone01142667171
Addressc/o BHP LLP, Albert Works, Sidney Street, SHEFFIELD, S1 4RG

Finances

£26,239 latest income

YearIncomeSpending
2021£10,484£3,998
2022£18,517£10,604
2023£28,852£27,046
2024£27,083£26,101
2025£26,239£34,590

What it does

What

The Advancement Of Health Or Saving Of Lives

Who

The General Public/mankind

How

Makes Grants To OrganisationsProvides ServicesProvides Advocacy/advice/information

Charitable objects

3. THE OBJECTS OF THE CIO ARE THE ADVANCEMENT OF HEALTH OR THE SAVING OF LIVES IN PARTICULAR BY:3.1 PROVIDING FUNDING TOWARDS SCREENING OR COLLABORATING WITH OTHER CHARITIES OR ORGANISATIONS TO IDENTIFY HEALTH ISSUES;3.2 PROVIDING OR ASSISTING IN THE PROVISION OF FUNDING TOWARDS DEFIBRILLATORS PRIMARILY FOR GRASS-ROOTS SPORTING TEAMS;3.3 PROVIDING OR ASSISTING IN PROVIDING TRAINING ON CPR AND THE USE OF EQUIPMENT, INCLUDING DEFIBRILLATORS.

Governing document: CIO - FOUNDATION Registered 22 Feb 2017

Trustees (5)

5trustees
0aged 70+

Connected charities (0)

No charities share a trustee (from current data).

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