The UK’s Charity Commission has refreshed its long-standing CC30 guidance on trustee recruitment and induction, aiming to usher in a more inclusive, skills-driven era for board leadership. The update comes in response to research revealing that only 6% of trustees applied for their roles through a public advert, with over half recruited through personal connections.
While trusted networks can offer a valuable pipeline for engaged, capable individuals, the commission warns that over-reliance on them can inadvertently narrow the pool and hinder diversity of thought, experience and skills. The updated guidance offers a practical roadmap for charities to widen access and adopt more robust governance practices.
‘Trusteeship should be open to anyone with the passion and skills’
‘Trusteeship should be open to anyone with the passion and skills to contribute, regardless of whether they’re in the “right” network,’ says Shane Markanday FCCA, a trustee at Cancer Platform. ‘Personal connections helped me get involved, but I’m very aware that many others, equally capable, may not have access to the same networks.’
Double-edged sword
Markanday’s journey into trusteeship illustrates the nuance at the heart of the commission’s guidance. Introduced to Cancer Platform via one of its founders, she was inspired by the charity’s mission to build a tech-driven, artificial intelligence-powered platform to improve outcomes for people affected by cancer.
With a background in finance and audit, and personal experience caring for her mother through cancer, the opportunity resonated.
‘Instead of reacting to a vacancy, you start by identifying gaps’
But while such pathways are often fruitful, Markanday cautions that they shouldn’t be the default. ‘Relying too heavily on informal referrals can unintentionally limit diversity of thought, background and lived experience on boards,’ she says.
The CC30 update encourages charities to supplement personal outreach with practical tools such as skills audits, targeted advertising and role descriptions that clearly separate must-have criteria from learnable attributes.
Markanday adds: ‘A skills audit encourages boards to be proactive. Instead of reacting to a vacancy, you start by identifying gaps – finance, digital, professional experience, community representation – and then recruit with purpose. That’s how you build balanced, future-ready boards, equipped to serve the mission.’
Strategic opportunity
Misba Beg FCCA, a trustee at Ekta Project, which supports vulnerable South Asian elders, agrees that proactive recruitment is essential but cautions that the method of recruitment, formal or informal, doesn’t guarantee suitability.
‘Many boards must now consider trustees from tech sectors’
‘The risk of finding suitable trustee candidates is the same whether sourced through formal processes or personal contacts,’ she says. ‘What matters is ensuring no conflicts of interest arise, and that the board reflects the skills and diversity needed.’
Beg, who brings eight years of accountancy experience to her trustee role, highlights the need for boards to evolve with the environment in which they operate.
‘Where technology is evolving at pace, many boards must now consider trustees from tech sectors who can bring that expertise in,’ she says. ‘Having a range of technical skills and professional experience helps charities navigate operational challenges and enables collective decision-making.’
‘Instead of reacting to a vacancy, you start by identifying gaps’
Beg welcomes the commission’s renewed focus on revisiting role descriptions and conducting skills audits. ‘Best practice charities are already doing this,’ she notes. ‘It’s a worthwhile exercise; charities need the right fit, not just any available candidate.’
Opening up
The updated guidance also puts emphasis on advertising trustee roles through digital channels, including social media and specialist platforms. Both Markanday and Beg view this as essential for reaching underrepresented demographics.
‘Social media and trustee recruitment platforms are game-changers,’ says Markanday. ‘They reflect a more professional and inclusive approach, enabling charities to reach beyond their immediate circles.’
Beg agrees: ‘Posting ads via social media or using trustee finder services is a great way to find new trustees. Many best-practice charities are already doing this and more should follow suit.’
Some skills can be learned on the job
The guidance also recognises that some skills, such as governance knowledge or understanding of the charity sector, can be learned on the job, a position that both trustees support.
‘This opens the door to non-traditional candidates: people who might not tick every box but bring energy, new perspectives and potential,’ Markanday says.
Beg concurs but stresses the importance of interpersonal skills. ‘Communication, accountability and objectivity are vital,’ she says. ‘Trustees need to make decisions in the charity’s best interest and understand that they will continually learn from one another.’
While the guidance is widely seen as a step forward, implementation may be challenging for smaller organisations. Recruitment and retention efforts should therefore be sustainable and ensure that the guidance doesn’t become a burden.
‘Many people, even professionals, don’t know what a trustee is’
Beg also believes that more public education about trusteeship is needed to drive uptake. ‘Many people, even professionals, don’t know what a trustee is or what the role entails,’ she says. ‘Raising awareness could really open the door for more people to consider applying.’
Inclusive future
The renewed CC30 guidance signals a clear intention: to professionalise and diversify trustee recruitment in ways that benefit both charities and the communities they serve. It encourages boards to be intentional, strategic and welcoming to new voices.
‘The key lies in balance,’ says Markanday. ‘We shouldn’t discard personal networks, but they must be complemented by open, structured recruitment. Stronger, more diverse boards lead to stronger governance, and ultimately stronger outcomes for those we serve.’
For trustees like Markanday and Beg, the refreshed guidance reflects what they’ve already been practising, but it also lays a foundation for broader change. By encouraging transparency, inclusivity and continuous learning, the update may help trusteeship become both more accessible and more impactful.
