It’s Trustees’ Week (9 to 13 November), and it’s a year since the new Charity Governance Code was published. For many boards, the words “governance review” still bring to mind piles of paperwork and long meetings. For this article, we spoke to Cranfield Trust volunteer Robert Robson about why governance reviews don’t need to be daunting. 

Robert spent ten years as Chief Executive of the Royal Navy and Royal Marines Charity and has sat on the boards of seven charities. He's led several governance review assignments for Cranfield Trust clients, and recently ran one for our own board. We asked him about the new Code, our governance diagnostic, and why every board should think about a review. 

Why did you choose to volunteer with Cranfield Trust, and on governance projects in particular? 

"What interests me most is the interface between the executive and the board: where governance ends, and management begins. The two groups have very different jobs to do, but no charity is the same, and it's fascinating to see where that line actually falls in real life." 

What is a governance review, and why are lots of boards reluctant to do one? 

A governance review is a structured look at how your board works: how it makes decisions, works with staff and uses its skills. The Code suggests boards review their own performance regularly, ideally every year, and that larger charities have an external review every three. 

"On the face of it, it looks like an awful lot of process and hard work. Done right, it's not. It's an art, not a science, and the trick is to keep it simple. Busy people don't want to get bogged down in paperwork. They need to be clear about what they want from the process, and then you can design the review around it. 

"It's also really important that all views are taken into account. The senior management team deliver the charity's work every day. A board shouldn't sit above and talk about its worries to itself. A good review is a joint effort." 

What does the new Charity Governance Code say? 

The 2025 Code is the first big overhaul since 2017. It’s voluntary and built around eight principles. There’s now one Code for every size of charity, and each principle looks at behaviours, policies and processes, and evidence and assurance. For a closer look at what changed and how it applies to smaller charities, watch our webinar, Engaging with the new Charity Governance Code: the how and why for smaller charities. 

"It's a very easy document to follow. The new Code builds on the first and is well laid out. The graphic of a house at the front is extremely useful. Because it's one-size-fits-all, trustees can pick and mix what's relevant and dive into the areas they're less comfortable with. You can ask yourselves: are we behaving in the right way? Do we have something written down to underpin that? And can we show that we do?" 

Why does looking at behaviour matter?  

"Because governance isn't just what you do. It's what you say and how you say it around the table and in the charity as a whole. I've seen boards with a very dominant chair, and boards where the chair doesn't say a word, and I’ve seen some cracking examples of excellent chairing. You need a chair who gives people time to speak, keeps the focus in the right place, encourages good debate and sums up actions clearly." 

Research dating back to 2012 from Cass Business School and Compass Partnership shows that teamwork, openness, and trust are among the strongest factors associated with effective charity governance. This helps explain why behaviours are central to the new Charity Governance Code: good governance depends on how people work together, challenge constructively and make decisions. 

Could the Code feel daunting for a small charity? 

"It could be seen that way. People might think, 'We only run the local village hall, why do we need all this?' But it's voluntary, and it doesn't all have to be eaten in one mouthful. Look at the schematic at the front, see how it fits together, and if there's one thing you're worried about, focus on that. Being able to say in your annual report that you've checked the charity against the Code, allowing for its size, is a real positive too. 

"My advice is: don't be daunted. Pick it up and have a look. On a first read through it might appear to be overkill but I guarantee every charity will find something helpful.” 

How does Cranfield Trust's governance diagnostic work? 

Our Charity Governance Code Diagnostic is a free Excel tool built around the Code’s eight principles. Trustees and senior staff score each principle from 1 to 5 in four areas: whether the Code’s outcomes are being met, behaviours, policies and processes, and evidence and assurance. It takes about 30 minutes, and the results build into a heatmap of strengths and areas to work on, with separate views for trustees and staff. The board then agrees two or three practical actions. It isn’t a full governance review on its own, but it’s a quick way to build a shared picture of where you are. 

Download it from our governance resources page. For tips on using it and turning the results into action, watch our webinar, Get the most out of your governance review. 

You recently led a governance review of Cranfield Trust's own board. What did that look like? 

“Reviewing a leading charity on governance advice was an interesting one! Dan, the CEO, and the chair wanted a full, honest review, and to use the new diagnostic first so they could share what they learned with their clients. 

"I started by reading the new strategy, committee terms of reference and policies. Then every trustee and senior manager was offered an hour-long, semi-structured interview under Chatham House rules, so nobody was identified in my summary. That encouraged people to be open about the good stuff and the things that could improve. 

"Alongside that, everyone completed the diagnostic. I had a live view of the results, so before each interview I could see how that person had scored and ask them why. That often helped tease out areas of concern." 

If you’re considering a review, our governance review webinar is a helpful place to start. These steps can help you get the most from the process: 

  1. Define the purpose and scope. Agree what you want to learn, what the review will cover and how you will use the findings. 
  2. Choose your framework. Use a tool such as the Charity Governance Code to structure your questions and guide reflection. 
  3. Involve the right people. Include the executive team as well as trustees, and consider whose other perspectives would be valuable. 
  4. Give everyone a voice. Offer opportunities for honest, confidential input, including from people who may be less comfortable speaking in a group. 
  5. Look beyond the scores. Use the Code to help interpret the findings, exploring differences in experience and the reasons behind people’s responses. 
  6. Make time for facilitated discussion. Bring people together to explore the findings, build shared understanding and agree practical actions, with clear ownership and a timetable for reviewing progress. 
  7. Agree how it will be reviewed. Be open about your learning and where you intend to focus. Set a time for review.  

What are the signs a board would benefit from a board review? 

"Start by asking: have we ever done one? If the answer's no, or it's been years, now's a good time. Then there are some specific triggers. A change of CEO, particularly after a long time in post, is a chance to look at the charity with fresh eyes. A change of chair is a good moment to ask whether you have the board the charity needs today. A new strategy is another: are we tooled up to deliver it? And then there's a change in your operating model, like losing a major source of income, which will concentrate the mind  about what you're here for, because you're entering stormy waters." 

Many charities are facing exactly that kind of change as local government reorganises. Our guide to navigating local authority devolution explains why getting your governance in order first puts you in a stronger position. 

If a board could do one thing this week, what should it be? 

“I think it would be helpful to circulate the Code to your board and put an item on the agenda at your next meeting to discuss where you are. Ask yourselves how you could use it to improve the lives of your beneficiaries. 

"If you are reading this then you will have heard of the Cranfield Trust. The main purpose of being a trustee is to ensure good governance. There are two things that can help you: a Code that tells you what good governance looks like, and Cranfield Trust, which can bring governance expertise to your door.” I make no apology for the plug – the Trust has enabled me to work with charities in areas where I have no experience and it’s humbling to see what the smaller charity sector delivers, often on a shoe string. 

“You’re not alone in this. You’re a charity delivering good, and Cranfield can help you.” 

Get support with your governance 

Cranfield Trust's volunteers, like Robert, can carry out a governance review, facilitate board discussions and help you get the most out of the diagnostic. To find out more or register for a governance project, get in touch with us. You'll also find the diagnostic, a trustee skills audit checklist and lots more on our governance resources page.