How Long Should Charity Trustees Serve? Getting the Balance Right

Trustees carry a lot on their shoulders. They shape the vision, keep an eye on the finances, and make sure the charity stays on the right side of the regulator. In many ways, they’re the board of directors for the mission.

But there’s a question that crops up in almost every charity sooner or later: how long should a trustee stay in post?

It sounds simple, but get it wrong and you create problems. If trustees move on too quickly, you lose continuity and experience just when it’s needed. Keep them on indefinitely and you risk groupthink, stale ideas, and – in some cases – raised eyebrows from the Charity Commission.

So what does the law say? What does good practice look like? And how should boards strike the balance?

What the Law Actually Says

Let’s start with the statutory position. The Charities Act 2011 doesn’t prescribe a maximum term of office for trustees. Nor does the Companies Act 2006, which governs charitable companies. In law, trustees can serve indefinitely unless the charity’s own governing document sets limits.

The Charity Commission itself makes the point in its core guidance CC3: The Essential Trustee:

“A charity’s governing document will usually say how long trustees can serve and whether they can be re-appointed or re-elected.” (CC3, section 6.1)

So while there’s no statutory maximum, the question becomes one of governance and culture – what helps this charity remain effective, resilient, and trusted?

Guidance from the Charity Commission

Although the Commission doesn’t impose limits, it has nudged charities towards renewal. In CC30: Finding New Trustees, it notes:

“Having some form of fixed term of office for trustees is a good way of ensuring that the trustee body regularly gets an injection of new ideas and perspectives.” (CC30, section C1)

The Commission also warns in its guidance on conflicts and governance reviews (CC60: The Hallmarks of an Effective Charity):

“A charity that retains the same trustees for long periods without review can risk becoming inward-looking and resistant to change.”

These aren’t legal obligations, but they are clear signals. The regulator wants to see boards thinking about trustee rotation and bringing in new perspectives.

Sector Norms: The Charity Governance Code

Beyond the Commission, the Charity Governance Code (widely used as a benchmark) goes further. It recommends:

“Trustees are usually expected to serve for a term of no more than three years, and may be reappointed for further terms, up to a maximum of nine years.” (Charity Governance Code, Principle 5, Recommended Practice 5.7.3)

Again, this isn’t law. But for charities that want to show they follow recognised governance standards, the Code’s nine-year cap is an important marker. Many funders and partners will expect to see it observed.

The Case for Longer Service

Of course, there are good reasons for keeping trustees longer than nine years.

Continuity: Long-serving trustees understand the charity’s history, context, and relationships. That perspective is invaluable when times get tough.

Commitment: Some charities operate in highly specialised fields. Trustees with niche expertise can be hard to replace.

Trust: Donors and beneficiaries often build relationships with trustees. A familiar face on the board can signal stability.

As NCVO has pointed out in its guidance on boards, “Length of service should not be treated as a problem in itself – effectiveness and contribution matter most.”

The Case for Shorter Service

On the other hand, long tenure isn’t always healthy.

Fresh thinking: New trustees bring new ideas and challenge assumptions.

Diversity: Regular rotation helps boards improve representation – by age, background, and lived experience.

Accountability: If trustees know they’re not in post forever, they may focus more keenly on impact and effectiveness.

ACEVO, the membership body for charity leaders, puts it bluntly: “No trustee should regard a board seat as theirs for life.”

Striking the Balance: Practical Advice for Boards

So how should your charity decide? A few practical steps help boards find the balance:

1. Review your governing documentDoes it set out trustee terms? If not, now is the time to consider amending it. Clear rules avoid awkward conversations later.
2. Consider fixed terms with reappointmentThree-year terms, renewable up to a maximum (often nine years), give a balance of stability and renewal. This mirrors the Charity Governance Code but still allows flexibility.
3. Use staggered rotationAvoid wholesale change. If all trustees’ terms end together, you risk losing institutional memory overnight. Stagger terms so new trustees join while experienced ones remain.
4. Build succession planning into the calendarDon’t wait until a trustee is about to step down. Keep a live plan for recruitment and induction, so fresh talent is always coming through.
5. Balance rules with discretion

Sometimes, the right call is to reappoint a long-serving trustee. The Commission accepts this – provided the decision is explained and minuted. What matters is that the board has thought it through, not that it hits an arbitrary number.

When to Break Your Own Rules

Even if your charity adopts fixed terms, there may be times to extend. Perhaps you’re in the middle of a major capital project, a merger, or a regulatory investigation. Stability at board level can be critical.

The Charity Commission acknowledges this in practice. In CC30 it notes that “continuity of experience may sometimes outweigh the need for change.” The key is to minute the decision and set a clear plan for succession.

Getting the Tone Right

In practice, the issue isn’t just tenure – it’s culture. Boards that review themselves regularly, welcome new voices, and take governance seriously are rarely criticised for keeping a long-standing trustee on. Boards that sleepwalk into stagnation are.

Think of it as tending a garden. You don’t rip out all the old trees at once, but you do plant new shoots regularly. You prune, you refresh, and you make sure the whole thing doesn’t become overgrown.

Final Thoughts

So, how long should charity trustees serve? The law leaves it up to you. The Charity Commission prefers to see rotation, and the Charity Governance Code recommends a maximum of nine years. But in practice, the best answer depends on your charity’s size, mission, and stage of life.

What matters most is that boards take the question seriously – review it, record it, and revisit it. Continuity and renewal both have their place. A board that strikes the balance will serve its charity – and its mission – far better than one that clings to either extreme.