The matrix highlights factors that would indicate the competency of individual charity trustees, and boards collectively, highlighting what capabilities trustees and boards should be able to demonstrate.

This guidance note has been written to provide those responsible for or involved in the governance of a charity with detailed information on how to recruit and appoint charity trustees.

This report provides an analysis of trustees' experiences and understanding of the current Charities SORP.

This guidance note visually outlines some of the factors that a charity board will want to consider when discussing board evaluations.

This guidance aims to provide a practical ‘how to’ guide for charities approaching their first virtual or hybrid annual general meeting (AGM).

The charity sector has seen increasing calls for individual trustees on boards to be appointed to lead on specific aspects of a charity’s activities in response to adverse reports – whether it be safeguarding, staff welfare, digital or fundraising. The concept of a ‘lead’ or 'link’ is not new, as it could, for example, be argued that the honorary position of treasurer makes that person the lead trustee on finance.

A trustee board that is aware of its powers, duties and responsibilities and the impact it can have on the sustainability of an organisation is better placed to lead the charity to achieving its stated objects and making the intended positive impact on society.

Each charity requires a body of trustees to lead and govern the organisation. The Charities Act 2011 defines trustees as ‘…the persons having the general control and management of the administration of a charity’ (s.177).

Guidance for charities in using best practice principles to define the role and responsibilities for charity trustees.