A trustee guide to charity marketing
Trustees are accountable for how a charity raises funds and presents itself, even when the work is delegated. A good board pack on marketing has five numbers, one page and a named owner. Written by a working trustee, this guide sets out what to ask.
Where responsibility sits
Trustees must advance the purposes of the charity and act in its best interests. That duty covers fundraising and the way the charity presents itself, including the marketing that supports both.
The Fundraising Regulator’s guidance for trustees sets out that trustees carry responsibility for fundraising activity, including when they delegate it, and that they should manage risks and conflicts of interest, make sure methods are lawful, put agreements with third parties in place and consider the effect of campaigns on the charity’s reputation.
In practice that means a trustee does not need to write the newsletter. A trustee does need to know who is accountable for it, what rules it follows and whether it is working.
This guide is written by Adam Graver, who is a trustee of the Nikki Waterhouse Trust and a marketer. It looks at marketing from both sides of the board table.
Ten questions trustees should ask
- Who is accountable? Which named person answers to the board for marketing results?
- What is it for? Which objectives in our strategic plan does marketing serve?
- Who are we trying to reach? Which groups, and what do we want each to do?
- What do we say? Can the team state the charity’s message in two sentences?
- What does it cost? What is spent in money and in staff and volunteer time?
- How do we know it is working? Which few measures do we track, and what do they show?
- What are we stopping? What has been dropped to make room for the priorities?
- Are we following the rules? How do we handle consent, data and the Code of Fundraising Practice?
- What are the risks? What could damage our reputation, and what is the plan if it happens?
- Do we have the capacity? Is the plan achievable by the people and hours we have?
Not every question needs asking at every meeting. Pick two or three each quarter and keep the rest as a checklist for the annual review.
The five-number board report
Boards do not need a dashboard. They need a small number of figures that show whether the charity is moving towards its goals, set against last period and against a target.
The table below is an illustrative layout. Choose figures that match your own objectives.
| Number | What it shows | Why the board cares |
|---|---|---|
| Supporters on the list | How many people have agreed to hear from the charity. | It is the charity’s most valuable marketing asset and a sign of trust. |
| Regular givers | How many people give on a continuing basis. | It points to future income and to the strength of the relationship. |
| Enquiries or referrals | How many people or organisations asked for help or sent someone to the service. | It shows whether the service is reaching the people it exists for. |
| Cost against income raised | What was spent on the activity against what it brought in. | It shows value for money and guards against waste. |
| One story with evidence | A short account of a change the charity made, with the evidence behind it. | It connects the numbers to the mission, which is why the charity exists. |
Keep it to one page. Add a line on risks and a line on decisions needed. If the report grows beyond a page, something is being reported that the board does not need.
AI and digital skills at board level
Boards face a skills question as well as a reporting one. The Charity Digital Skills Report 2026 found that a third of boards (33%) are rated poor at AI skills, and a quarter of chief executives (25%) are rated poor too.
Trustees do not need to become experts. They need to ask the right questions, know where to find advice and avoid being either dazzled or frightened. A trustee who is curious and clear about what they want to know adds more than one who pretends to know the answers.
Red flags
Watch for these signs that marketing is drifting.
- Reports that count activity. Posts, sends and followers with no link to income, reach or impact.
- No owner. When asked who is responsible, the answer is “we all are”.
- Messages that do not match. The website, the annual report and the appeal tell different stories.
- Surprises. The board learns about a campaign or a complaint from someone outside the charity.
- Constant new ideas. A new channel or campaign every few weeks, and nothing finished.
- Dependence on one person. If they left tomorrow, nobody would know how anything works.
- Loose handling of supporter data. Uncertainty about consent or where lists are kept.
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Working within the rules
The Fundraising Regulator publishes the Code of Fundraising Practice and guidance on communications and advertising. The regulator’s page on communications states that fundraisers should be sensitive to their audiences and provide clear information for donors.
Trustees should know that the rules exist, that the team has read them and that someone checks copy before it goes out. Ask to see the process. A simple checklist and a named reviewer are usually enough for a small charity.
This is not legal advice. For legal questions about fundraising methods, consent or data protection, take advice from a qualified professional or the regulator.
When to bring in outside leadership
Outside help makes sense when the charity has no one with the seniority to own marketing, when the board cannot see what marketing achieves, when the strategy and the marketing have drifted apart or when a big decision is coming.
Different problems call for different help. A marketing health check shows where the charity stands. Strategy alignment reconnects marketing to the plan. A fractional marketing lead owns the work and reports to the board.
Our guide to the charity marketing strategy sets out what a strategy should contain, and the social return on investment guide explains one way to show impact to funders and trustees.
Frequently asked questions
What are trustees responsible for in fundraising communications?
Trustees are responsible for advancing the charity’s purposes and acting in its best interests, which includes how it raises funds and presents itself. The Fundraising Regulator’s guidance says they remain accountable even when they delegate, so they should know who is responsible and what rules apply.
What should a marketing report to the board include?
A small number of figures set against last period and a target, a short note on what was done, a line on risks and a line on decisions needed. One page is the aim. Choose figures that follow the charity’s objectives, not the ones that are easiest to count.
How often should trustees review marketing?
Quarterly for progress against the measures, with a fuller review once a year alongside the strategic plan. Review sooner if funding changes, a major campaign is planned or something goes wrong. Regular, short reviews beat occasional long ones.
Should a trustee have marketing expertise?
It helps to have one trustee who understands marketing, but it is not essential if the board asks good questions and the team reports clearly. If no trustee has the skill, outside advice can fill the gap without changing the board.
Can a trustee do the marketing themselves?
A trustee can help, and many do. The risk is blurred lines between governance and delivery. Agree a clear brief, a defined amount of time and who the trustee reports to, and make sure the board still has a voice outside the delivery to ask questions.
What is the biggest marketing risk for a charity board?
Usually lack of ownership. When no one is clearly accountable, nobody notices when messages drift, rules are missed or money is spent without a purpose. A named owner and a regular, short report solve most of it.
Where can trustees learn more?
The Fundraising Regulator publishes free guidance for trustees on fundraising and communications. Many charities also run board training. If you want a short, practical session on marketing for your trustees, we can run one.
Sources
- Trustees, Fundraising Regulator. Read 5 October 2026. www.fundraisingregulator.org.uk/about-fundraising/topics/trustees
- Communications and advertising, Fundraising Regulator. Read 5 October 2026. www.fundraisingregulator.org.uk/about-fundraising/topics/communications-and-advertising
- Charity Digital Skills Report 2026, Charity Digital Skills Report. Published July 2026. Survey 5 March to 20 April 2026, 807 responses. Read 5 October 2026. charitydigitalskills.co.uk/wp-content/uploads/2026/07/Charity-Digital-Skills-Report-2026.pdf
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