Britain’s charities depend on hundreds of thousands of people who give their time, expertise and judgement to serve as trustees. Their contribution is extraordinary. But as we celebrate Trustees’ Week 2026, there is a question the sector cannot afford to ignore: who will govern our charities tomorrow?

Across the country, charity Boards are grappling with increasingly complex challenges, from financial sustainability and rising demand to technological change, public accountability and evolving expectations of leadership.

Yet too many continue to draw their trustees from a relatively narrow pool of candidates.

If charities are to remain relevant, resilient and representative of the communities they serve, they must think differently about who they attract into trusteeship and, importantly, how they make those opportunities accessible.

Breaking the traditional mould.

Trusteeship has historically attracted people with established careers, senior professional experience or sufficient financial security to volunteer their time.

There is enormous value in that experience. But it should not become the defining qualification for Board membership.

Younger professionals, people from lower socioeconomic backgrounds, disabled people and individuals from communities underrepresented in charity governance can bring equally valuable perspectives, skills and lived experience.

Indeed, some of the most pressing challenges facing charities require precisely the qualities these individuals may offer: digital fluency, different professional experiences, community insight and fresh approaches to established problems.

The challenge is not a shortage of potential trustees. It is whether charities are doing enough to find, welcome and support them.

Making trusteeship more accessible.

For someone balancing employment, family responsibilities or caring commitments, the prospect of joining a charity Board can appear daunting.

Meetings scheduled during working hours, lengthy papers, unfamiliar governance terminology and expectations of substantial unpaid commitment can all create barriers.

Charities serious about broadening participation must address these practical realities.

Flexible meeting arrangements, hybrid participation, clear expectations about time commitments and reimbursement of reasonable expenses can make a significant difference.

So too can structured induction, mentoring and ongoing development.

Perhaps most importantly, Boards must recognise that previous trustee experience is not always necessary. Insisting upon it risks excluding precisely those individuals who could bring something different.