Committee Members. Trustees. Committee of Management.
They may go by different names, but they all refer to the same role. Regardless of the title, your charity’s governing document will define them as the individuals responsible for running and managing the organisation.

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The Essential Trustee: Six Main Duties

Trustees are the people legally responsible for making sure a charity is well-run and delivers on its purposes. The Charity Commission outlines six key duties for Trustees—vital reading for anyone in the role.

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Elected, Co-opted, and Representative Trustees

Charities appoint Trustees in different ways, but this must always follow the procedures outlined in the governing document. Common types of appointment include:

• Elected – Voted in (usually annually) as individuals who are committed to the charity. They may have links to other organisations, but they serve as independent individuals.
• Co-opted – Some governing documents permit the co-option of Trustees, either to fill a vacancy or to bring in needed expertise. It’s important to follow the rules—does the document allow co-option? What is the process? Do they need to stand for re-election at the next AGM?
• Representative – Many charities have provisions for appointing a Trustee on behalf of a stakeholder organisation, such as a parish council or a service-user group.

Regardless of how they are appointed, all Trustees:

• Share equal responsibility and liability
• Have equal say in decision-making
• Must act in the charity’s best interests and to further its purposes
• Should make decisions independently, free from outside influence

This is especially crucial for representative Trustees or those with external affiliations—they are not there to speak for another organisation but to act solely for the good of the charity.

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So, What Do Managing Trustees Actually Do?

They carry out the charity’s aims and ensure its purposes are fulfilled. While that sounds simple, it’s easy to stray from the path.

Managing Trustees must:

• Follow the governing document, which defines the charity’s purpose and what Trustees are authorised to do. If the document is outdated, CCB can provide guidance on updating it.
• Make and record clear decisions by minuting Trustee meetings and ensuring decisions align with the charity’s objectives.
• Stay informed about the legal responsibilities of Trusteeship. The Charity Commission’s “The Essential Trustee – What You Need to Know, What You Need to Do” is an important resource. Refresher training is recommended—and CCB offers training and advice.
• Maintain a quorum—Trustee meetings cannot make decisions unless quorate. Plan ahead to ensure replacements are identified before Trustees step down.

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Chairs, Treasurers, and Secretaries

Even if someone holds an officer role like Chair, Treasurer, or Secretary, all Trustees bear collective responsibility. For example, the Treasurer is not solely responsible for financial matters—all Trustees share accountability and should maintain oversight.

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Common Issues and FAQs

“I’m on the committee but I’m not a Trustee.”

You might actually be a Trustee without realising it. This is a common misunderstanding. Or, the committee may be allowing non-Trustees to influence decisions—which is incorrect and should be addressed immediately. Trustees can seek expert input (e.g. a surveyor’s report) but must retain decision-making responsibility.

“I volunteer for the charity as well as sit on the committee.”

That’s absolutely fine and very common. Just make sure your roles are clearly defined, and that you’re always aware of when you’re acting as a Trustee versus a volunteer. Your experience as a volunteer can inform your decisions—but shouldn’t bias them.

“I’m paid to clean the building and I’m also a Trustee.”

This is more problematic.

• Your governing document may prohibit Trustees from receiving payment or financial benefit.
• Even if not explicitly forbidden, it is not good practice. Permission from the Charity Commission should be sought.
• The Trustees must consider: is there a compelling reason to appoint a Trustee over an external person with no conflict of interest?
• If you operate a cleaning business and are offering a service (not direct employment), the Trustees must follow a robust procurement process—assessing quotes, declaring conflicts, and ensuring you and your relatives do not participate in the decision.

In all cases, a clear conflict of interest policy is essential.

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Final Thought

Trustees must act collectively and in the charity’s best interest at all times. Decisions are made by majority vote, and once made, must be upheld by all—even if you originally disagreed.