Trustee confidence: Key research findings and actions for your board

Earlier this year, the Charity Commission conducted research into trustee confidence and attitudes towards governance. Published in September, the results reveal insights into trustee confidence in key areas of their role. These include decision making and conflict management, and how these align with updated guidance on trustee responsibilities.

The survey shows 77% of trustees are confident in delivering their charity’s purpose, and 70% feel confident making key decisions. Trustees largely understand their charity’s mission, but there’s room for improvement in decision-making practice.

The Charity Governance Code emphasises the importance of objective decision making:

However, only 38% of trustees understand they should not make decisions that benefit other organisations they are involved with. This gap in understanding can lead to conflicts of interest, where only 49% feel very confident managing them.

Key questions for your board:

• Are your trustees confident in handling conflicts of interest and making objective decisions?
• Do they feel empowered to ask challenging questions to ensure thorough decision making?
• Are board papers clear and accessible to support informed decisions?

Actions:

• NCVO members can use our governance wheel tool annually to assess trustee confidence, paired with annual trustee appraisal processes to identify areas for support.
• Review and enhance your conflict of interest policies, possibly through scenario-based training, to ensure decisions are made solely in the charity's best interests.
• Include examples of effective questioning in your trustee induction, using resources like the Good Governance Institute’s guidelines.
• Remind trustees of key duties with the Charity Commission’s 5-minute guides for charity trustees and highlight their updated guidance on trustee decision making at your next board meeting.

The research reveals 16% of trustees avoid asking ‘awkward questions’, and 25% feel uncertain about raising difficult points. Boards that lack a supportive culture may struggle to challenge decisions effectively, which risks overlooking alternative perspectives and potential risks.

Encouraging trustees to ask tough questions is essential to effective governance and decision making.

Key questions for your board:

• Do trustees feel empowered to challenge decisions and ask difficult questions when needed?
• Does the board chair ensure all trustees feel comfortable contributing, even when it involves raising difficult or uncomfortable questions?
• What barriers prevent trustees from asking awkward questions – are they linked to the accessibility of board papers, the presentation style, or inadequate induction and training?

Actions:

• Hold reflection sessions after board meetings to evaluate decision making and foster open discussions.
• Build a high-support, high-challenge environment with the board chair, ensuring your board follows clear guidelines from the Charity Governance Code.
• Provide real-life examples during trustee induction to highlight the value of asking difficult questions.

While trustees are generally confident in some areas, gaps remain in finance and safeguarding. 8% of trustees report low confidence in managing finances, and 37% feel only somewhat confident. Safeguarding also remains a concern, with 35% feeling somewhat confident and 4% lacking confidence.

Trustees need clear support and resources to manage financial performance, risks, and safeguarding policies, especially in challenging times.

Key questions for your board:

• Are trustees fully aware of your charity’s safeguarding policies, how they apply to your work, and their responsibilities under the Charity Commission’s guidance on safeguarding and serious incident reporting?
• Are trustees actively involved in discussions around financial reporting, budgeting, and scenario planning, and do they have access to the right specialist support?
• Do trustees have the opportunity to reflect on how financial reporting and budgeting processes meet their needs, and do they feel supported by the current system?

Actions:

• Share NCVO’s safeguarding guidance with your chair or safeguarding lead, and make them aware of the training we offer in this area to ensure trustees are confident in safeguarding practices.
• Use Bond’s safeguarding toolkit which provides guidance on safeguarding in global or partnership work.
• Work with your chair to incorporate the Centre for Charity Effectiveness' tips on ‘generative thinking’ into your board cycle. This helps trustees focus on the ‘so what?’ and ‘what if?’ of your financial and strategic direction.
• Encourage trustees to attend our finance training to help your board deepen their understanding of financial management.

Trustees have shown strong confidence, but improving key areas like conflicts of interest, safeguarding, and financial management will strengthen their role even further. By leveraging the resources, asking the right questions, and creating a culture of openness, your board can achieve better governance outcomes.