It is widely acknowledged in the charity sector that engaging individuals with lived experience of the cause being championed brings about valuable, varied perspectives, enriches thinking, informs better decision-making and increases impact and relevance.
As the Deputy CEO of Governance, Risk and Compliance for Proud Changemakers, Suneet Sharma puts it: “Embedding lived experience is key to entrenching equity of representation, beneficiary voices and ensuring that you remain engaged with the right stakeholders in fulfilling your charity’s mission.”
Yet despite our best intentions, promise far exceeds progress. Latest data outlines that 51% of charities still do not have a single minority ethnic woman on their board and 92% of trustees are white, older, and above average income and education. Many charities highlight the challenges they face in trustee recruitment and the lack of applications from diverse communities as a barrier to making real change. But as research from Reach Volunteering suggests, these perceived barriers are nothing more than a myth.
In reality, what it often comes down to is a lack of time, energy, funds, and ultimately discomfort around the topic, confusion about what diversity means in our own organisational and community contexts and a fear of looking tokenistic in an increasingly polarised political climate.
Yet when we look at this issue more strategically, the benefits can’t be ignored:
- Whole communities remain largely untapped when it comes to philanthropy and engagement. Almost one in five people in the UK are from global majority backgrounds, yet donor bases in the arts, culture and heritage sectors remain overwhelmingly white and affluent.
- Research shows that Black, Asian, Muslim and Jewish donors often give through identity, faith or cultural traditions, but many charities lack the infrastructure or understanding to engage these donor groups effectively.
- Studies by GiveBLACK and UCL highlight that Black donors are motivated to give but are held back by a lack of trust and information within the sector. UK Muslims donate around £100 million annually during Ramadan, yet many charities are not equipped to build the cultural understanding needed to connect with this generosity.
When we know that there is real value in meaningful board diversification, the main question becomes, how do we overcome these fears and make true progress?
Start with an honest self-assessment
Assessing your board’s skills, experiences and current make-up is an important starting point to understanding the importance of diversity in your own organisational context. By conducting a skills audit, or scoring your board’s performance against key areas in the Charity Governance Code, you will have a clearer picture about the gaps that need to be filled.
From here, your board will be able to develop new Trustee role descriptions, defining the role, responsibilities, and desired attributes of new trustees, enhancing the skills, knowledge and diversity of your board.
Consider an honest reflection of your current structure and support systems. When 40% of people are experiencing barriers to inclusion in joining a charity board, it is clear that we need to do more to identify what these barriers might be and how we overcome them.
Embedding EDI Through ‘Listen and Learn’
World Vision UK adopted a comprehensive approach to Equity, Diversity and Inclusion (EDI), emphasising continuous learning and open dialogue. Recognising that EDI is an ongoing journey rather than a one-time initiative, the organisation implemented ‘Listen and Learn’ forums to foster understanding and inclusivity.
In June and July 2020, six sessions were conducted where the CEO and senior leadership engaged directly with Black, Asian and Global Majority staff. These forums provided a safe space for employees to share personal and professional experiences, shedding light on challenges faced both within and outside the workplace. This initiative aimed to deepen leadership’s understanding of the diverse experiences of their staff, and to inform subsequent EDI strategies.
Building on these insights, World Vision UK introduced book circles in Autumn 2020, facilitating discussions on EDI topics through literature such as ‘Sway: Unravelling Unconscious Bias’ by Pragya Agarwal. These circles created informal settings for staff to explore and discuss complex issues related to diversity and inclusion.
The organisation also launched “Promising Conversations”, structured dialogues led by managers using provided scripts and guides. These conversations aimed to encourage open discussions on various topics, including EDI, without requiring the organisation’s leaders to be subject matter experts.
World Vision UK’s commitment to EDI is further reflected in its policies, which emphasise respect for diversity and the creation of an inclusive culture where the whole organisation can thrive. Its multifaceted approach serves as a model for organisations seeking to embed EDI principles into their operations and governance effectively.
Change up your recruitment process
Openly promoting trustee vacancies through various platforms, including those that target underrepresented groups such as the Trustee Leadership Programme, Reach Volunteering, Young Trustee Movement, Action for Trustee Racial Diversity, Women on Boards, and local volunteer centres will support you to reach candidates more effectively.
Also consider implementing an unbiased selection process, including anonymising applications, using standardised questions and a scoring system to help minimise biases. This will ensure that all candidates are assessed fairly.
Six Steps to Inclusive Trustee Recruitment
Historic Buildings and Places (HB&P), one of the UK’s oldest heritage charities, undertook a major shift in its board recruitment process to improve diversity and inclusion.
Previously reliant on informal networks, the board lacked representation across age, ethnicity and lived experience. In response, HB&P adopted the six-step inclusive recruitment framework developed by Historic England, aiming to remove barriers and open up access to trustee roles.
The organisation began by redesigning its recruitment materials to be clear, transparent and welcoming to individuals with no prior board experience. The trustee pack outlined the responsibilities, time commitments, meeting schedules and available support, while an informal chat with the CEO was offered as a first step to build trust and demystify the process.
To reach underrepresented groups, HB&P used a small budget strategically. It advertised through its own channels and inclusive platforms such as Young Trustee Movement and Women on Boards. A targeted, paid LinkedIn campaign helped amplify the call-out, especially to younger candidates and those outside of traditional heritage circles.
A points-based shortlisting system was also introduced to ensure that candidates were evaluated on potential and lived experience, rather than conventional CVs. This, alongside an interview panel including both internal and external voices, reduced bias and encouraged fresh perspectives.
As a result, HB&P successfully appointed younger and more diverse trustees, who brought new energy and insight to the organisation. The process demonstrated that, with thoughtful planning and willingness to challenge the status quo, inclusive board recruitment can be both achievable and transformative.
Look at how you support your trustees
Offering training on unconscious bias, cultural competency, and inclusive practices for board and team members increases awareness and fuels healthy conversations. If you’re concerned about organisational cost, there are several free resources and courses such as the Race and Ethnicity Hub from the Open University or the Arts Council England Resource Hub.
Also consider inviting candidates to observe meetings so that they can see how the Board operates. This can allow potential trustees to build familiarity informally and to gain a better understanding of the culture of the organisation and how meetings are run.
Empowering Women Through Board Shadowing
In 2021, the Smallwood Trust launched a pioneering Board Shadowing Programme to embed lived experience into its governance and decision-making processes.
Aimed at women with firsthand experience of gendered poverty, the initiative sought to bridge the gap between beneficiaries and boardrooms, ensuring that policies and grant-making strategies are informed by those that they intend to serve.
The inaugural cohort comprised of three women, who shadowed Dr. Ambreen Shah. Participants attended board meetings, engaged in pre and post meeting briefings and received mentorship, providing them with insights into board operations and governance. This hands-on experience demystified the trustee role, bolstering their confidence to pursue leadership positions in other organisations. Notably, two members have since secured trustee roles elsewhere, exemplifying the programme’s impact on diversifying charity leadership.
The programme’s success prompted its continuation, with subsequent cohorts expanding the initiative’s reach. Evaluations highlighted benefits for both members and the Trust, including enhanced understanding of governance, increased diversity of thought and strengthened community connections.
Recognised by the Centre of Charity Effectiveness as a model for inclusive governance, Smallwood’s Board Shadowing Programme underscores the value of integrating lived experience into leadership structures. By doing so, the Trust not only empowers individuals but also enriches its strategic approach to tackling gendered poverty.
If your existing board can dedicate more time to supporting new trustees, a buddy system where all new trustees are paired with experienced board members can help with onboarding and integration into the wider board.
Youth On Board
Rising Arts Agency, a youth-led creative organisation based in Bristol, launched the OnBoard programme in 2018 to address the underrepresentation of young people in governance roles within the cultural sector. Recognising that traditional board structures often exclude diverse voices, OnBoard aims to recruit, train and support young leaders, particularly from underrepresented backgrounds, to become active board members.
The 12-month programme begins with a thorough assessment of an organisation’s existing governance structure, identifying gaps in skills and lived experiences. Rising then facilitates the inclusive recruitment of at least two young trustees to ensure peer support and to mitigate tokenism.
These new board members receive bespoke training in areas such as financial literacy, fundraising and public speaking, alongside ongoing mentorship and peer networking opportunities. Regular evaluations and board away-day sessions are conducted to embed inclusive practices and to ensure the meaningful integration of young trustees into decision-making processes.
Since its inception, OnBoard has successfully placed over 39 young people onto the board of more than 20 organisations across the South West, including notable institutions like Watershed, We The Curious and St George’s Bristol. Participants have reported increased confidence and a sense of agency, with some progressing to trustee roles in other organisations.
OnBoard exemplifies how targeted initiatives can disrupt traditional governance models, fostering inclusivity and ensuring that the perspectives of young, diverse individuals are integral to organisational leadership.
There is no doubt that the arts and charity sector has a passion for and good intentions to embed lived experience in leadership. But real change is only possible when we look at our existing systems and make room for new ones.
The issue of trustee remuneration is a well discussed topic, which arouses passionate views on both sides. In 2012, it even drew the focus of central government – a feat that the charity sector would love to emulate more regularly these days – appearing in the Government commissioned review of the Charities Act.