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Chair of Trustees: Responsibilities, Duties, and Role Guide for UK Charities (2026)
July 9, 2026
A strong Chair of Trustees is essential for any thriving charity. Serving as the leader of the board, the Chair plays a central role in helping the charity achieve its mission.
Chairs manage a wide range of responsibilities, from setting strategic goals to overseeing policy implementation and representing the charity publicly. While their core duties are set out in the charity's governing document, the role develops as the organisation grows.
This guide covers the Chair of Trustees' responsibilities and key skills. Whether you are appointing a first Chair or replacing an outgoing one, understanding what the role entails will help you recruit well.
Overview of the Chair of Trustees' responsibilities
The Chair is the leader of your charity's board of trustees, ensuring that it operates efficiently and fulfils its duties. Working with the Chief Executive and fellow trustees, the Chair guides the charity's growth. The Chair sets short-term and long-term goals that align with the organisation's vision.
Their responsibilities generally fall into three key areas.
Leadership and governance
Leads the board in fulfilling its governance responsibilities, including setting policies, ensuring accountability, and aligning decisions with the charity's mission
Ensures the board adheres to its trustee duties as set out in Charity Commission guidance CC3 and the charity's governing document
Takes the lead on the annual performance review of the Chief Executive and board members
Serves on committees and guides organisation members through clear goal-setting and regular feedback
Works with the founder to identify and appoint trustees with diverse skills and perspectives
Ensures the charity complies with the Charities Act 2011, its governing document, and Charity Commission (or OSCR / CCNI) requirements, including timely filing of the annual return and Trustees' Annual Report
Works with fellow trustees to decide on reasonable compensation for any paid employees
Strategic planning
Works with the Chief Executive to develop and implement the strategic plan of action
Monitors the organisation's progress toward its strategic goals and makes necessary adjustments
Appoints board committees and selects leaders for each committee
Increases efficiency and consistency throughout the organisation by developing and implementing standardised processes for internal operations
Presides over all board meetings, reviews meeting agendas, and leads discussions to achieve long-term and short-term objectives
Fundraising and advocacy
Represents the charity at fundraising events and in front of donors and media
Advocates for the charity's mission and initiatives to stakeholders, partners, and the general public
Offers guidance and advice on fundraising efforts and donor cultivation strategies
Supports the charity by helping identify and secure major gifts from foundations, institutions, and individuals
The Chair's role in Gift Aid and fundraising oversight
The Chair holds the Treasurer accountable for keeping the charity's HMRC recognition current, ensuring Gift Aid declarations are collected from donors and retained for six years, and that Gift Aid Small Donations Scheme (GASDS) claims are made annually. GASDS allows charities to claim a 25% top-up on small cash and contactless donations of £30 or less, up to £8,000 in eligible donations per tax year (yielding up to £2,000). This is one of the most direct ways a Chair can protect the charity's revenue, and it has no equivalent in US charity law.
Every trustee carries legal responsibilities to the charity. But as the board's leader, the Chair is held to a heightened standard of accountability, they set the tone for how seriously the full board takes its duties. The Charity Commission sets out six main duties for all trustees, and the Chair must model each of them visibly.
The Charity Commission's six trustee duties (CC3)
1. Ensure the charity carries out its purposes for the public benefit
The charity's purposes must be charitable and must benefit the public. The Chair must ensure the board keeps the charity's activities aligned with its stated purposes, and that this public benefit is genuine and demonstrable.
2. Comply with the charity's governing document and the law
Trustees must act in accordance with the governing document (the charity's constitution, articles of association, or trust deed) and with all applicable law. The Chair sets the agenda for board meetings and is responsible for ensuring that every board decision sits within the governing document's authority.
3. Act in the charity's best interests
Trustees must act solely in the interests of the charity and its beneficiaries, not for their own personal benefit or that of any connected party. The Chair models this duty by proactively disclosing any potential conflicts of interest before deliberation begins, recusing themselves from relevant votes, and setting a standard of transparent behaviour for the rest of the board.
What a breach looks like: a Chair who steers a catering contract to a connected business without disclosure, or who uses confidential donor information for personal gain, is in clear breach of this duty.
4. Manage the charity's resources responsibly
Trustees must take reasonable steps to ensure the charity's assets are used only to further its purposes. The Chair ensures the board has adequate financial oversight, reviewing financial statements before approving them, asking questions of staff and auditors, and ensuring the full board understands the organisation's financial position.
What a breach looks like: a Chair who approves a budget without reviewing it, or who skips due diligence before authorising a major expenditure, may be breaching this duty even if no wrongdoing was intended.
5. Act with reasonable care and skill
Trustees must apply the care and skill they have, or claim to have, to their work. The Chair sets meeting agendas that allow adequate time for discussion, requires staff to present complete financial and programme reports, and seeks legal or financial expertise when decisions fall outside the board's knowledge.
6. Ensure the charity is accountable
Trustees must comply with their legal reporting requirements: filing the annual return and Trustees' Annual Report (TAR) with the relevant regulator, maintaining adequate records, and being open to scrutiny from the public and regulators.
The UK has three separate charity-law jurisdictions. Trustees operating across borders must comply with each.
England and Wales: the Charity Commission for England and Wales (CCEW), Charities Act 2011. Registration required for charities with income above £5,000 (Charitable Incorporated Organisations register regardless of size).
Scotland: the Office of the Scottish Charity Regulator (OSCR), Charities and Trustee Investment (Scotland) Act 2005. All charities must register with OSCR regardless of size, including charities already registered in England and Wales that operate in Scotland.
Never treat the UK as a single jurisdiction in governance documents or regulatory filings.
Chair of Trustees vs President: which title should your charity use?
One of the most common points of confusion in UK charity governance is the distinction between "Chair of Trustees" and "President." In UK charity law, these titles almost always mean different things, and conflating them can create real governance problems.
The Chair of Trustees (or simply Chair) is the working head of the board. This person leads board meetings, guides governance, holds the Chief Executive to account, and carries full trustee duties under the Charities Act 2011. The role is almost always unpaid.
The title President in the UK charity sector is usually an honorary, non-governing role, often held by a patron, founding figure, or high-profile supporter who lends their name and reputation to the charity but does not sit on the board and carries no fiduciary duties. Many larger charities have a President and a separate Chair; the President attends fundraising events and writes to donors, but the Chair runs the board.
If your charity uses the title "President" to describe the person who leads the board, you should review your governing document to ensure the duties attached to that title match what the Charity Commission and the NCVO would expect of a Chair. Ambiguity between the two roles is a common source of governance friction, particularly during leadership transitions.
In your governing document, which may be called a constitution (unincorporated association), articles of association (charitable company or CIO), or trust deed, the responsibilities of each officer must be clearly defined. For most small to mid-sized charities, keeping the leadership role clearly labelled "Chair of Trustees" simplifies accountability and avoids confusion among staff, donors, and external partners.
The Chair does not operate alone. Effective charity governance depends on a team of officers who each carry distinct responsibilities. Understanding how these roles interact with the Chair helps organisations build a well-functioning leadership structure.
Vice-Chair
The Vice-Chair supports the Chair and steps in when the Chair is unavailable. In many charities, the Vice-Chair also chairs a key standing committee, often the governance or strategic planning committee. This role is frequently treated as a leadership pipeline, with the Vice-Chair positioned to succeed the Chair at the end of a term.
The Vice-Chair works closely with the Chair to ensure continuity. If the Chair is travelling, faces a conflict of interest on a specific matter, or is transitioning out of the role, the Vice-Chair maintains board momentum without disruption.
Secretary (or Company Secretary)
The board Secretary is responsible for maintaining accurate records of board activity. This includes taking minutes at meetings, managing official correspondence, maintaining the organisation's governing documents, and ensuring proper notice is given before meetings as required by the Charities Act 2011 and, for charitable companies, Companies House requirements.
The Secretary also has a central role in ensuring the annual return and Trustees' Annual Report (TAR) are filed on time with the Charity Commission (or OSCR / CCNI). Accurate minutes create a legal record of board decisions. Missing or inaccurate documentation can create serious compliance problems during regulatory reviews or disputes. The Secretary works closely with the Chair to finalise meeting agendas and ensure all governance actions are properly recorded.
Treasurer
The Treasurer oversees the financial integrity of the charity. This includes reviewing financial statements, overseeing the annual independent examination or audit (as required by the Charities Statement of Recommended Practice, SORP, and the Charities Act 2011 thresholds), ensuring the board understands the organisation's financial position, and working with staff to maintain sound accounting practices.
For charities with income between £25,000 and £1 million, an independent examination is required. A full audit is required above £1 million income (or £3.26 million in assets). The Treasurer typically chairs the finance committee and serves as the board's primary contact on financial matters.
The Treasurer also has a specific role in Gift Aid oversight: ensuring the charity is registered with HMRC for Gift Aid, that Gift Aid declarations are collected and held for at least six years, and that claims are submitted via HMRC Charities Online. The Chair holds the Treasurer accountable for this.
Together, the four officer roles, Chair, Vice-Chair, Secretary, and Treasurer, form the executive committee that steers the board between full meetings. Recruiting strong candidates for each position is just as important as finding the right Chair.
Trustees who genuinely believe in your mission will bring real commitment to the role. You can develop skills, but deep care for your cause, whether that is supporting carers, protecting wildlife, or providing services for young people, must come from within.
2. Communication skills
The Chair must convey ideas clearly to board members through strong verbal and written communication. Equally important, they should be excellent listeners, attentive to members' concerns, and able to foster a collaborative environment by acknowledging diverse opinions and incorporating them into the decision-making process.
3. Advocacy and networking
The Chair should champion the charity's mission and mobilise support for key initiatives. They must be able to build and maintain mutually beneficial relationships with grant-making bodies, community leaders, local authorities, and other charities. A well-connected Chair can open doors that expand the organisation's reach and impact.
4. Conflict resolution
A Chair skilled in conflict management can navigate tensions constructively to maintain a positive working environment. They must understand diverse perspectives, identify underlying issues, and guide trustees and staff toward resolutions that serve the charity's best interests.
5. Decision-making
A Chair needs to analyse problems, weigh options, and choose the course of action that best serves the charity. They must balance immediate needs with long-term strategy, ensuring that every decision helps the organisation advance its mission.
Term limits and succession planning for the Chair of Trustees
One governance detail many charities overlook until it is too late: what happens when the Chair's term ends? Having clear term limits and a succession plan in place protects continuity and prevents leadership gaps from derailing momentum.
Typical term lengths
The Charity Governance Code, the widely-adopted good-practice standard endorsed by the Charity Commission, NCVO, and the Chartered Institute of Fundraising, recommends that trustees serve a maximum of two terms of three years (nine years in total). The Chair role sits within these trustee term limits. Many charities structure the Chair specifically as a two-term role with a maximum of six consecutive years in the position.
Term limits serve an important governance function. They bring fresh perspectives into leadership, prevent over-reliance on a single individual, and create predictable transition cycles the organisation can plan around. The Charity Governance Code explicitly recommends that boards build term limit policies into their governing document rather than leaving them as informal norms that can erode over time.
Succession planning should start long before a Chair's term expires. The best boards identify and develop their next Chair at least 12 to 18 months in advance. In practice, this means:
Designate the Vice-Chair as the primary successor. Many boards structure the officer pipeline so the Vice-Chair is actively preparing to step into the Chair role. Some charities elect a Chair-elect for a year of shadowing before the formal handover.
Document the Chair's responsibilities. A written role description makes transitions smoother and ensures nothing falls through the cracks.
Conduct a board self-assessment. Before a transition, evaluate whether the incoming Chair will need additional support from staff, consultants, or expanded committee leadership.
Plan a formal handoff. Outgoing Chairs should brief their successor on key relationships, active initiatives, pending decisions, and any sensitive organisational matters.
Many UK charities recruit new Chairs through Reach Volunteering, which specialises in placing skilled volunteers and trustees. An open recruitment process, rather than internal appointment only, is encouraged by Charity Commission guidance and broadens the diversity of candidates.
Succession planning is not a sign that you anticipate problems. It is a sign of organisational maturity. Boards that plan transitions thoughtfully spend less time in recovery mode and more time advancing their mission.
Chair of Trustees pay: the UK default
In the vast majority of UK charities, including many large ones, the Chair is an unpaid volunteer. This is not simply a cultural convention: it is the legal default under the Charities Act 2011.
Under charity law, trustees can only be paid for their role as trustee in very limited circumstances:
Authority in the governing document. The governing document must explicitly permit trustee payment for that specific trustee role.
A Charity Commission order. The Commission can authorise payment in specific cases.
Section 185 of the Charities Act 2011. This allows payment for services beyond ordinary trusteeship, subject to strict conditions: the payment must be reasonable and in the charity's interest, the trustee providing services must not take part in the decision to pay, and the arrangement must be recorded.
Even at the largest UK charities, it is the Chief Executive who is paid, not the Chair. The Chair almost universally remains a volunteer.
What is not the same as payment: reasonable expenses can and should be reimbursed. Travel costs, meeting attendance expenses, and childcare costs incurred while carrying out trustee duties are all legitimate reimbursements. Reimbursing expenses is good practice and helps ensure that the Chair role is accessible to people from all backgrounds.
If your charity does decide to pay a trustee for services under section 185, ensure your governing document is clear, the decision is taken by non-conflicted trustees, and the arrangement is documented in board minutes.
Chair of Trustees job description template
Role Title
Board President (Board Chair)
Position type: Volunteer governance role (uncompensated)
Term length:[typically 1–3 years, renewable per bylaws]
Reports to: Full Board of Directors and the organization's members (if membership-based)
Works closely with: Executive Director / CEO, Vice President, Secretary, Treasurer, and committee chairs
Time commitment:[typically 10–20 hours per month, including board and committee meetings]
Organizational Overview
[Your Organization's Name] is a [mission area, e.g., youth development, arts, environmental conservation] nonprofit serving [community/region]. With an annual operating budget of [$X million] and a team of [X] staff led by our Executive Director, we are seeking a Board President to partner with the ED and lead our [X]-member volunteer board in advancing our mission.
Position Summary
The Board President (also called the Board Chair) is the elected leader of the Board of Directors. This is a volunteer governance role - not a staff position. The President presides over board meetings, partners with the Executive Director on strategy, ensures the board fulfills its fiduciary and legal duties, and represents the organization in the community. The President does not run day-to-day operations; that is the Executive Director's role.
Fiduciary & Legal Duties
As the board's leader, the President is held to a heightened standard of accountability on all three fiduciary duties owed to the organization:
Duty of Care: Prepare thoroughly for meetings, review financials and reports before approving, ask informed questions, and ensure decisions are made with reasonable diligence.
Duty of Loyalty: Always act in the best interest of the organization - never personal interest. Proactively disclose conflicts, recuse from related votes, and model transparent behavior.
Duty of Obedience: Ensure the board stays faithful to the organization's mission and complies with bylaws, state nonprofit law, and IRS 501(c)(3) requirements.
Core Responsibilities
Board leadership: Chair all board meetings, set agendas in partnership with the ED, facilitate productive discussion, and ensure decisions are properly documented.
ED partnership & oversight: Serve as the primary board-level partner and supervisor of the Executive Director. Lead the ED's annual evaluation and compensation review. Provide counsel without crossing into operational management.
Governance & compliance: Ensure the board fulfills its fiduciary duties, maintains current bylaws, follows its conflict of interest policy, and complies with state and federal nonprofit regulations.
Strategic planning: Work with the ED and board to develop and review the multi-year strategic plan. Keep the board focused on long-term priorities and measurable outcomes.
Financial oversight: Partner with the Treasurer and Finance Committee to review the annual budget, approve audited financials, and ensure sustainable financial management.
Fundraising leadership: Personally contribute financially ("give or get"), solicit major donors alongside the ED, and hold fellow board members accountable to their fundraising commitments.
Board development: Lead board recruitment, onboarding, self-assessment, and succession planning. Work with the Governance Committee to maintain a skilled, diverse, engaged board.
Committee oversight: Appoint committee chairs (in consultation with the board), sit as ex officio member of committees as bylaws allow, and ensure committees are active and effective.
External representation: Serve as a public face of the organization alongside the ED - attending events, meeting donors and community partners, and speaking to media when appropriate.
Succession planning: Mentor the Vice President or chair-elect, and plan for a smooth leadership transition at term's end.
Qualifications & Experience
Prior board service on a nonprofit, corporate, or civic board - ideally including committee leadership.
Demonstrated leadership experience (executive, entrepreneurial, civic, or professional) with a track record of bringing groups to decision and action.
Solid understanding of nonprofit governance, fiduciary duties, and 501(c)(3) compliance - or willingness to complete governance training within the first [90] days.
Financial literacy sufficient to read and question an operating budget, audit, and Form 990.
Fundraising experience: comfortable making personal contributions, soliciting peers, and representing the mission to major donors.
Deep alignment with the mission of [Your Organization's Name] and commitment to equity and inclusion.
Skills & Attributes
Strong facilitation skills - able to run an efficient meeting, surface dissent, and drive to consensus.
Sound judgment and integrity under pressure, especially on conflict-of-interest and confidential matters.
Collaborative leadership style - partners with the ED rather than competing with or micromanaging them.
Excellent written and verbal communication; comfortable speaking publicly on behalf of the organization.
Ability to hold fellow volunteer board members accountable without damaging relationships.
Discretion with confidential donor, personnel, and financial information.
Compensation & Expectations
This is an uncompensated volunteer role. Reasonable travel and meeting expenses are reimbursed per policy. Board members are expected to make an annual personal gift meaningful to them (our current "give or get" minimum is [$X]) and to attend at least [X of Y] board meetings annually.
Nomination & Election Process
Candidates are typically identified by the Governance / Nominating Committee, which presents a slate to the full board for election per our bylaws. To express interest or recommend a candidate, contact [nominating committee chair name and email] by [deadline].
Why Serve?
Leading the board of [Your Organization's Name] is one of the most impactful volunteer roles in our community. You'll shape strategic direction, partner with an experienced Executive Director, and help a dedicated team continue to deliver on our mission. If you bring governance experience, a collaborative spirit, and a genuine commitment to our cause, we'd welcome your leadership.
Role Title
Board President - Small / All-Volunteer Nonprofit
Position type: Volunteer leadership role (uncompensated)
Term length:[typically 1–2 years, renewable per bylaws]
Reports to: Full Board of Directors
Works closely with: Vice President, Secretary, Treasurer, and lead volunteers
Time commitment:[typically 15–30 hours per month - higher than a staffed org because there is no Executive Director]
Organizational Overview
[Your Organization's Name] is a small, volunteer-powered nonprofit dedicated to [mission area]. With an annual budget of [under £500K] and no full-time Executive Director, our Board President plays a hybrid role - combining traditional board governance with hands-on leadership of programs, fundraising, and volunteer coordination.
Position Summary
In an all-volunteer or small-staff nonprofit, the Board President is both the governance leader and the de facto chief volunteer officer. You will chair the board, ensure fiduciary duties are upheld, and also personally lead fundraising, represent the organization publicly, and keep operations moving forward. This is a demanding, high-impact role for someone who is energized by building institutions and comfortable rolling up their sleeves.
Fiduciary & Legal Duties
Even without paid staff, all three fiduciary duties apply - and in a small org they fall more directly on the President:
Duty of Care: Review bank statements, bookkeeping, and program outcomes yourself; don't assume someone else is watching.
Duty of Loyalty: Be scrupulous about conflicts of interest - small communities create constant overlap between board members' personal businesses and the nonprofit's vendors.
Duty of Obedience: Keep the organization aligned with its stated mission, its bylaws, and IRS 501(c)(3) restrictions - easy to drift in a small org where decisions are often informal.
Core Responsibilities
Board leadership: Chair all board meetings, set agendas, keep meetings productive, and ensure minutes and decisions are properly recorded (often in partnership with the Secretary).
Governance & compliance: Maintain bylaws, conflict of interest policy, annual state filings, and IRS Form 990. Ensure the organization keeps its 501(c)(3) status in good standing.
Fundraising (primary responsibility): In a small org, the President often is the development function. Write grants, cultivate donors, run the annual appeal, and lead fundraising events. Budget on personally being responsible for [40–70%] of revenue.
Financial oversight: Partner with the Treasurer to manage the budget, approve expenses, and ensure bookkeeping is current. Oversee any bookkeeper or accountant vendor relationship.
Program & volunteer leadership: Coordinate lead volunteers, ensure program activities happen, troubleshoot when things slip, and recruit new volunteers as needed.
External representation: Be the public face - speak at events, handle media inquiries, maintain relationships with funders, community partners, and local government.
Board recruitment: Actively recruit new board members. Small boards fail fastest from turnover - plan for a pipeline, not a crisis.
Operations & admin: Manage vendors (insurance, payroll if any, accountant, website), maintain organizational records, handle mail, and keep the entity legally active.
Succession planning: Identify and mentor your successor from day one - the biggest risk in a small nonprofit is that everything lives in one person's head.
Qualifications & Experience
Prior volunteer, board, or civic leadership experience - paid leadership experience is a plus but not required.
Hands-on project management and organizational skills; comfortable operating without administrative support.
Willingness to complete nonprofit governance training (e.g., BoardSource, state nonprofit association) within the first [90] days.
Basic financial literacy - able to read a bank statement, a simple budget, and a Form 990.
Comfort with fundraising: asking for gifts, writing grant applications, and running small events.
Passion for the mission of [Your Organization's Name] and deep roots in the community you serve.
Skills & Attributes
Self-starter who can operate with autonomy and minimal structure.
Builder mindset - energized by creating systems where none exist.
Strong written communication (emails, grant applications, donor appeals).
Calm under pressure and good with ambiguity - in small nonprofits, not everything has a process yet.
Genuine warmth and relationship-building instincts; small-org leadership is 80% relationships.
Discretion on confidential donor, personnel, and volunteer matters - gossip can wreck a small organization quickly.
Compensation & Expectations
Uncompensated volunteer role. Reasonable pre-approved expenses are reimbursed. Board members are expected to make an annual personal gift meaningful to them (our current "give or get" minimum is [$X]) and attend at least [X of Y] board meetings annually.
Nomination & Election Process
Candidates are nominated per our bylaws - typically by the current board or a nominating committee - and elected by the full board. To express interest or nominate someone, contact [name and email] by [deadline].
Why Serve?
Leading a small or all-volunteer nonprofit is demanding, but it is also where your leadership most visibly changes lives. You won't be one voice on a board of twenty - you'll be the person who keeps the organization alive and moving forward. If you thrive on building, leading, and getting things done with limited resources, this is one of the most meaningful roles you can take on.
Fund your mission without losing a cut to fees. Zeffy is 100% free for nonprofits.
Use the template below as a starting point for recruiting a Chair. Adapt it to your charity's size, sector, and governing document.
Final thoughts on the Chair of Trustees role
Leading a charity's board of trustees demands more than qualifications and experience. The Chair must be a skilled strategist, communicator, and passionate advocate for the cause. A great Chair helps trustees navigate challenges, inspires the team, and drives the charity forward.
Seek individuals who inspire others and have genuine passion for your cause. Define clear expectations in the governing document and role description for every trustee, including the Chair. With the right leader at the helm, your charity can make a lasting positive impact.
For more guidance, visit Zeffy's charity fundraising blog. You will find practical tips and best practice on charity management, trustee leadership, and fundraising to help your organisation grow.
The Chair of Trustees leads the board and is responsible for governance, strategy, and holding the Chief Executive to account. The Chair is almost always an unpaid volunteer. The Chief Executive (sometimes called CEO) leads the staff team and is responsible for the day-to-day operations of the charity. The Chief Executive is a paid employee accountable to the board, not a trustee. The two roles must work closely together, but the boundary between governance (board) and management (staff) is a fundamental principle of UK charity governance.
There are no formal qualification requirements for a Chair in UK charity law. What matters is an understanding of trustee duties (as set out in Charity Commission guidance CC3), relevant sector experience or lived experience of the cause, the ability to chair a meeting effectively, and a genuine commitment to the charity's mission. Many excellent Chairs are community volunteers, professionals using their skills in a new context, or people with direct experience of the cause. The Charity Commission's free trustee induction resources and NCVO's trustee learning pathways are a practical starting point for anyone new to the role. An MBA is not required and should never be presented as a barrier.
The Chair plays an active role in fundraising, leading by example. Personal giving from the Chair, boosted by Gift Aid, sends a powerful signal: every £1 donated by a UK taxpayer allows the charity to reclaim an additional 25p from HMRC via Gift Aid (HMRC Gift Aid guidance). Beyond personal giving, the Chair represents the charity to major donors, foundations, and grant-making bodies, and supports the fundraising team's strategy. The Chair does not run day-to-day fundraising campaigns, that sits with staff, but their advocacy and networks are a significant asset.
In UK charity governance, these titles describe different roles. The Chair of Trustees is the working head of the board, with full trustee duties and governance responsibility under the Charities Act 2011. The title President is usually an honorary, non-governing role, held by a patron or founding figure who lends their profile to the charity but does not chair the board and carries no fiduciary duties. If your governing document uses "President" to describe the person who leads the board, review it carefully to ensure the duties attached to that title match what regulators and funders expect of a Chair.
The Charity Commission's guidance CC3 sets out six main duties for all trustees, including the Chair. (1) Ensure the charity carries out its purposes for the public benefit. (2) Comply with the charity's governing document and the law. (3) Act in the charity's best interests. (4) Manage the charity's resources responsibly. (5) Act with reasonable care and skill. (6) Ensure the charity is accountable. In addition, all trustees have a duty to avoid unmanaged conflicts of interest. The Chair must model all six duties visibly, because they lead the meeting and set the standard for the rest of the board. (Charity Commission CC3)
The Charity Governance Code recommends that trustees serve a maximum of two terms of three years, nine years in total. The Chair role sits within those limits. Many charities set a maximum of two three-year terms (six years) as Chair specifically, after which the person may step down or move to a different trustee role. Term limits are good governance: they bring in fresh perspectives, prevent over-reliance on one individual, and create planned transition cycles. The Code is not law but is widely adopted and endorsed by the Charity Commission and NCVO.
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Look for people who attend related events, follow relevant Facebook groups, or subscribe to aligned newsletters.These aren’t just potential donors—they’re your future advocates.
Look for people who attend related events, follow relevant Facebook groups, or subscribe to aligned newsletters.These aren’t just potential donors—they’re your future advocates.
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