Charity marketing group: Trustee recruitment

As well as being an opportunity for those who are not already trustees to consider whether getting involved in this way is right for them at this time, it can also be a useful reminder for existing boards to look at their own board of trustees and see if there are opportunities to fill vacancies or plan for future appointments. Some boards might even want to increase the number of trustees on the board to manage an increase in the charity's activity.

Research by the National Council for Voluntary Organisations (NCVO) and Pro Bono Economics in 2024 found that four in five charities were operating with at least one trustee vacancy, with over half (62%) having two or more. So, if your charity has a vacancy, you're not alone.

Whether hoping to fill a vacancy or appoint an additional trustee, here are a few things to think about when trying to fill those places.

Check the trustee appointments:

Firstly, check the charity's governing document, and see what the process is for appointing new trustees. Is there a vacancy or the ability to appoint an additional trustee, or is the board full? Is trustee appointment for the trustees to decide, or is the membership involved? Even if the same individuals are the members and trustees, it is important to make sure that any decision is taken at the right level.

If a third party can nominate a trustee, how should they do it and have they actually done so?

Many charities' governing documents appoint trustees for fixed terms of office, and it is best practice for there to be a restriction on the number of terms for which a trustee can be reappointed. The charity's records should confirm the dates of appointment and when those terms will end so that the charity can plan for the transition. Sometimes the end of a term can slip through the gap, and charities will find that those they thought were trustees, actually stopped being trustees some time before.

Some charities' governing documents have a 'retirement by rotation' trustee appointment process, so that a third of the trustees retire each year. This can be more complicated to keep on top of, so we'd suggest thinking about amending your governing document to include the more straight forward approach of appointing for fixed terms of office and avoiding any mistakes in running the retirement by rotation process.

Consider the trustee board balance

If you have identified a vacancy, or know that one is anticipated, the next thing to do is to think about your trustee board. Are there any skills that are missing that would be helpful, or particular experience that would benefit the charity.

When looking for new trustees, and writing the relevant role descriptions, having a clear idea about how the board is balanced is really helpful. In addition to thinking about professional skills which might be useful, the background and wider experiences of trustees can also be key to helping the charity to flourish. It's not unusual for many trustees to be drawn from similar backgrounds, perhaps those who know the existing trustees through professional networks, or those who have retired and have more flexibility in terms of timing. Making sure that the trustee board is sufficiently broad in expertise and experience can bring important insight to the trustee board. Charities should think about the benefits that could come through appointing trustees who are service users, have specific first-hand experience of the work of the charity, or those with knowledge or experience in the geographical area the charity serves.

Encourage applications and interest in the trustee role

One way to encourage a more varied trustee board is to ensure the role is practical for a broader group of people.

Does the charity have a detailed expenses policy? This doesn't just need to cover travel costs but can also cover other costs relating to the role of trustee. The Commission gives the examples of reimbursing expenses covering the cost of a carer or childminder during a trustee meeting for those with caring responsibilities, and the costs of translation of documents into Braille or different languages.

The practicalities around trustee meetings can also make involvement less likely for some people. Are meetings scheduled during standard office hours which is difficult for those without flexibility? Are the trustee meetings always held in person, or is there the opportunity for remote participation? If wanting to make the most of electronic facilities for meetings, the Commission expects that charities governing documents expressly include provisions around electronic or hybrid meetings and voting.

Paying trustees

The general position is that trustees cannot be paid for acting as trustee. However, there are some circumstances where the Commission will provide consent. If this is something that the charity is thinking about, the trustees should always apply for consent before agreeing any payment. The Commission will usually need to be assured that the circumstances are exceptional, the payment is for a limited time and the payment will bring a significant advantage over the other option available. This might be because of the charity's need for specific and specialist skills which the trustee has, because of increased time or responsibility required, and where this is necessary due to the activities and circumstances of the charity. If your charity is looking for a very specific skill set, and is struggling to find it, this could be a possibility.

Trustee eligibility

Part of the trustee recruitment process must be to ensure that any potential trustee is eligible. This should be part of the application itself and confirmed again by the trustee before appointment. This is key to make sure that the individual is not disqualified from acting as a trustee - either as a result of a specified offence, or a Commission disqualification order.

Trustee training

So, you have found the perfect new trustee, they've said yes and have been appointed in line with the terms of the governing document. How do you help that trustee to settle in and support the charity as successfully as possible?

To start with, a charity's governing document will often specify certain documentation which needs to be given to new trustees, and those early meetings with a new trustee are key to their understanding of and involvement in the role in the longer term. Helpful documents to be provided include the charity's governing document, key pieces of Charity Commission guidance, such as 'The Essential Trustee: what you need to know, what you need to do', and documents which are specific to the charity's core activities, such as grant making policies, recent accounts, strategic plans and risk registers.

More structured trustee training can also be helpful, both for new trustees and those who have been in post for longer. As well as introductions to the charity's governing documents, legal structure, trustee duties and responsibilities, training can cover areas such as the serious incident reporting regime and how to spot and manage conflicts, and this can provide the trustees with the assurance they need that they know their roles and responsibilities and when to ask for external help!

Whether a newly appointed or existing trustee, it wouldn't be Trustee Week without huge thanks to you for everything you do to make the charity sector so vibrant and successful. And if you aren't a trustee at the moment, there is a trustee role out there just waiting for you…