Improving charity communication for better governance

Over the years, I’ve had the honour of working with a wide range of charities as an interim Finance Manager. Each role has given me invaluable insight into how charities really function behind the scenes — not just on paper, but in day-to-day reality.

One recurring theme stands out again and again: communication.

When communication isn’t clear, small issues quietly grow into big problems.

What I’ve Seen in Practice

Here are some common challenges I’ve repeatedly encountered — often with very well-intentioned people involved.

1. Lack of clarity around roles and responsibilitiesI’ve worked with charities where the CEO ends up doing tasks that should sit with a Manager or Treasurer. This usually starts as “just helping out,” but over time it leads to burnout, blurred accountability, and frustration on all sides.

2. Dominant voices at board levelIn one charity, a single trustee consistently steered decisions because others felt unsure or uncomfortable challenging them. The result wasn’t better governance — it was silence, disengagement, and decisions made without full consideration.

3. Trustees unsure about financial informationI’ve seen trustees nod through finance reports simply because they didn’t know what questions to ask. In reality, the issue wasn’t capability — it was that no one had ever explained what information they needed, why it mattered, or how to read it with confidence.

4. Tension between the Treasurer and Finance ManagerIn several cases, Treasurers wanted reports done “their way,” while Finance Managers followed professional or organisational systems. Without open conversations, this quickly became personal rather than practical.

5. Limited understanding of governing documentsI’ve met trustees who were passionate and committed but had never read the charity’s governing document. This often led to confusion about decision-making authority and responsibilities.

6. Conflict between trustees and staffThis is often rooted in blurred boundaries — trustees becoming operational, or staff feeling monitored rather than supported — simply because expectations were never clearly discussed.

7. No forward planning for key deadlinesAudits, AGMs, and year-end accounts too often become last-minute firefighting exercises. I’ve stepped into charities where stress levels were high — not because the work was impossible, but because there was no shared planning timeline.

 What’s important to say is this: None of these challenges are about bad intentions. Most people involved deeply care about the charity. The real issue is unclear communication, assumptions, and a lack of shared understanding.

Practical Steps That Make a Real Difference

From experience, small changes can have a big impact:

• Clarify roles in plain English

  Revisit who does what — and who doesn’t — at least once a year.

• Create space for open board conversations

  Encourage questions, challenge, and curiosity without judgement.

• Demystify finance for trustees

  Use clear summaries, not just spreadsheets, and explain what matters and why.

• Agree expectations early

  Particularly between Treasurers and Finance Managers.

• Plan key dates together

  Map out audits, AGMs, and year-end deadlines well in advance.

• Revisit the governing document

  Especially when new trustees join.

A moment for reflection

As you read this, I invite you to pause and reflect:

• Where does communication work well in your organisation?

• Where do things feel unclear, tense, or rushed?

• What conversations might be overdue?

A stronger way forward

When charities invest time in:

• Clear role definitions

• Open and respectful communication

• Trustee confidence around finance and governance

• Thoughtful planning cycles

…everything changes.

Boards become more effective. Staff feel supported. Finance becomes a tool — not a source of anxiety. And the charity can focus its energy where it truly belongs: its mission and impact.

✨ Sometimes the most powerful fix isn’t more funding, more systems, or more policies —it’s better communication.

If you would like to discuss how i can develop a programme for your Charity on this issue do email me info@gennyjonestraining.com