Trusteeship is more than board meetings and approvals. It means taking responsibility for how a charity is governed, keeping it focused on its purposes and meeting its legal obligations. Taking time to step back from day-to-day matters and review how the charity is governed can help identify problems before they escalate.
Here are four questions every charity trustee should put on their next board agenda.
1) Does our governing document still work for us?
A charity’s governing document is the starting point for understanding how it should operate and trustees should understand how it affects the decisions they make. Depending on its legal structure, this might be a constitution, articles of association or trust deed. It sets out the charity’s purposes, its powers and the rules governing matters such as trustee appointments, meetings and decision-making.
However, governing documents can become outdated and may no longer reflect what happens in practise. A charity may have grown significantly since it was established, taken on employees, started delivering new services or changed the way it operates.
Do your purposes still fit? Do trustee appointment and removal provisions work? Are the rules for meetings and decisions practical?
Any proposed changes should be considered carefully. The procedure will depend on the charity’s legal structure and governing document, and some changes may require OSCR’s consent or other formal steps.
2) Are conflicts of interest being managed properly?
Conflicts of interest are common in the charity sector. Trustees may have professional connections, sit on the boards of other organisations or have family members who could benefit from a decision. This does not automatically prevent a trustee from contributing. What matters is identifying and managing the conflict, with the charity’s interests first.
A register of interests and a conflicts policy are only useful if they are used. Keep them current and declare relevant interests as each matter arises.
Be clear about what happens next. Depending on the circumstances and governing document, a conflicted trustee may need to leave the discussion and take no part in the decision. Record the declaration and how it was managed.
3) Do we have a succession plan?
Trustee recruitment often becomes a priority only when someone is about to leave, leaving little time to find a replacement, especially if particular skills or experiences are required. Succession planning helps boards identify future gaps and reduce their reliance on a small number of individuals.
Fixed trustee terms should be considered alongside the charity’s need for continuity and fresh perspectives, while ensuring knowledge is retained as trustees move on. A skills audit can help the board identify future needs, and recruitment should look beyond existing networks to attract a wider range of candidates.
Succession planning does not need to be complicated; even a discussion about likely departures over the next few years and the skills the charity will need is a useful starting point.
4) Is our governance fit for the future?
Governance should enable your charity’s work, not hold it back. As the charity evolves, its arrangements may need to change too.
A volunteer-led charity may need a different approach to delegation once it employs staff or delivers more complex services. Be clear about which decisions belong to the board, what can be delegated and how those responsibilities will be monitored.
Review financial oversight, risk management, safeguarding, employment responsibilities and regulatory compliance. Do trustees have the information they need to make informed decisions?
A useful starting point is to ask whether board meetings are focused on the right issues. Are trustees spending enough time on strategy and risk, or are they becoming absorbed in operational matters? Are difficult decisions discussed openly and properly recorded?
You may not need a governance overhaul. One focused board discussion can pinpoint practical improvements.
The important thing is not to assume that arrangements which worked well in the past will always remain effective. Regular review can help a charity remain responsive and well placed to deliver its purposes.
Reviewing your constitution, trustee arrangements or wider governance? Get in touch for clarity on the legal requirements and help finding a practical way forward.
