Trustees & Politics: Balancing Governance and Advocacy

15 July 2025

Type

Webinar

Themes

Operations and contracts

The webinar explored how INGO trustees should fulfil governance duties without crossing into partisanship. We discussed how trustees can meet today’s governance challenges and apply existing guidance to navigate the line between advocacy and partisanship.  

This timely and thought-provoking session covered: 

  • Key principles from the Charity Governance Code and using the Charity Commission Guidance on Campaigning and Political Activity to understand what is and isn’t allowed. 
  • What “striking the right balance” really means — navigating the space between effective advocacy and political neutrality. 
  • Importance of organisational culture, values and internal policies, such as whistle-blowing, in guarding against political bias. 
  • Managing reputational risk, including when ‘non-political’ issues become unexpectedly politicised. 
  • What trustees need to see and scrutinise when it comes to public messaging and external communications. 

Speakers:  

  • Hugh Swainson, Hugh is a Partner at Buzzacott and specialises in Charity audit. 
  • Victoria Langer, Trustee and Logistics Director, Greenpeace UK 
  • Thomas Yih, Head of Engagement, Charity Commission 
  • Chris Rowse, Partner at Russell Cooke, Chris advises on all aspects of charity law. 

Hugh Swainson – introduction 

Charities exist because something in society isn’t working quite as it should. While some may focus only on frontline services, lasting change often requires a systems-level response, which means that charities often advocate for changes that will help the people they serve. 

It is the role of the trustee to effectively manage risk, ensure compliance and to be on top of potential legal risks if things go wrong. One of the biggest issues is reputational risk, as missteps in the media or messaging can undermine trust with supporters, funders and other stakeholders. But being overly risk-averse isn’t the answer. Charities need to be visible and impactful to stay relevant. International NGOs have an additional dimension as advocacy abroad can pose more serious risks, especially when local laws, institutions or politics are involved. 

There’s a great deal trustees can actively contribute within their organisation in this space – through setting policy, shaping culture, reinforcing values, and ensuring the right processes are in place – so that the charity operates in a way that both manages risk and stays focused on delivering its mission. It’s a crucial area for trustee engagement. 

Thomas Yih, Charity Commission – the regulator perspective 

Campaigning is not only legitimate, but also often essential. The Charity Commission makes it clear: political activity aimed at changing laws or policy is allowed where it supports the charity’s purpose. But it must never be the sole aim. 

Key principles include: 

  1. Alignment with charitable objects – check your governing documents for restrictions. 
  1. Act in the best interests of the charity – use tools like the regulator’s checklist to weigh up risks and campaign objectives. 
  1. Set internal rules – embed boundaries into policies and culture. 
  1. Stay independent during elections – avoid any appearance of party political support. 

Culture plays a huge role. Values like integrity and inclusivity should guide campaigns. Trustees set the tone. If they make partisan comments, it sends the wrong signal to staff. 

After a campaign, build in time to reflect and learn. Do your internal processes allow staff to speak up early and escalate issues effectively? 

Pitfalls to avoid: 

  • A trustee using their position to endorse a political candidate. 
  • Unclear social media boundaries. Does your comms team know what’s OK to post? Are staff and trustees posting on their personal accounts? 
  • Failing to remain politically neutral in public-facing campaigns. 

One example of good practice: a charity that was planning a political event and then a general election was called. Instead of cancelling the event, they ensured balance by inviting all major parties to participate. 

Chris Rouse, Russell Cooke – the legal perspective 

Charities must be for charitable purposes, not political ones. This core legal principle is why some groups split into a charity and non-charity arms, for example, Greenpeace and Friends of the Earth. 

While there are various legal principles underpinning various Acts and legislation relating to campaigning during elections, the most important point to emphasise is that any activity must not be perceived as influencing voters or being for or against political parties. 

Grey areas abound and perception matters, not just compliance. Charities can be caught up in culture wars or controversies or situations outside their control. If one candidate doesn’t show up to a political panel event, for example, the charity might be seen as partisan. 

Newer challenges include digital campaigning, targeted ads, and use of personal social media. There’s also risk of serial complaints about certain charities to regulators. Defamation claims, while rare, can have a chilling effect. Even unsuccessful legal threats take time and money to defend. 

To mitigate this risk, best practice includes keeping a clear paper trail: why you’re taking a particular position, how it aligns with your mission, and what risks were considered. That rationale will be critical if controversy arises. 

Victoria Langer – the charity executive and trustee perspective 

Regulation can feel confusing and intimidating, leading some boards to err on the side of caution. But understanding the rules is empowering as it opens up what’s possible. 

Advocacy is political but shouldn’t be partisan. Charities can criticise harmful policies but mustn’t attack political parties wholesale. In her experience, what matters is how trustees govern together. Are you aligned on risk appetite? Do you understand your organisation’s theory of change? Have you had open conversations about political risks? 

Rather than a long, static risk register, consider deeper board discussions, for example, during a Board away day, to explore real-life scenarios and clarify your boundaries and ambitions. 

The most successful campaigns often appeal across the political spectrum. Remember: parties are coalitions too – find your allies and build yours. 

To sum up 

Trustees have a duty to protect but also to champion change. With alignment, clarity, an understanding of the law, and good governance, political campaigning can remain a powerful and safe tool for change. 

Guidance and resources  

Contact our colleagues at Buzzacott directly if you are interested in governance advice and support for trustees of international development organisations. 

Charity Commission