Date updated: Friday 30th October 2020

The updated Charity Governance Code is to be published this autumn. We already know from the consultation held, and wider conversations in the sector, that diversity and inclusion is the section of the code which charities want to promote, but need support to do so. To this end, the Steering Group has commissioned consultants to carry out research and identify great practice across the sector and beyond. This will certainly provide a useful source of practical advice. But what can be done in the meantime?

Know your skills weaknesses

As part of good governance, the Charity Governance Code suggests that trustee boards carry out an analysis of board effectiveness on a regular basis. Such an analysis might include a trustee skills audit. To carry out a skills audit, the board should consider the different skills and perspectives which might be helpful to the organisation. Each trustee should then score themselves against each skill (for example, 0 being no experience in that area and 5 being an expert or a professional in that area). The scores can then be collated to more easily see in which areas the board needs support.

This can be really helpful when you are considering recruiting new trustees. Instead of recruiting someone you know or someone in your own image (which is so easily done due to the unconscious biases we all have), this exercise helps the board to be objective about the skills they are looking for in a new trustee and is also in the interests of the charity’s effectiveness.

Re-consider your recruitment practices

The way in which you recruit trustees may be hampering your ability to recruit from a diverse section of people. Some tips to consider are:

  • Ensure that the process is standardised i.e. properly and genuinely advertised as opposed to a ‘tap on the shoulder’. The results of the skills audit mentioned above can be used to produce a role description of what you are looking for.
  • Consider how best to market the roles to be inclusive. Where are you advertising? Can you reach a wider group? Using trustee recruitment agencies can be helpful here. You might also actively flag that you welcome applications from all ages and backgrounds.
  • Think about who you are including on your recruitment panel. A diverse panel will have a better chance of making an objective choice.  Consider whether inviting non-trustees to be on the panel might help.
  • Consider the questions you are asking. Do they correlate properly with the role description you created?
  • Think about the time commitment, time and frequency of meetings and where or how you are able to offer flexibility. Some times of day will not work for some groups of people.
  • Consider offering training or mentoring for new trustees. In this way you are likely to attract younger people or people new to trusteeship. 
Lead from the top

Organisational behaviours come from the top. As trustees, you should support and model expected behaviours and adherence to policies and procedures in relation to diversity and inclusion. In this way you will build a culture where trustees, employees, volunteers and beneficiaries can make their voices heard in a respectful environment. Looking at the trustee board and considering how it can be improved, as well as encouraging, listening to and implementing ideas and solutions from those involved with your organisation is a great place to start.