What can 30 years of charity trusteeship teach you about fundraising, leadership and good governance? For Ceri Edwards, executive of Chartered Institute of Fundraising (CIOF) and trustee of Shelter Cymru, National AIDS Trust and the European Fundraising Association, trusteeship has been an opportunity to develop new skills, support causes he cares about and see charities from a different perspective. As part of Trustees’ Week 2026, Ceri shares what he's learned about making decisions, balancing ambition with resources and why fundraisers need to look beyond their own priorities.
Ceri, you've been involved in trusteeship for 30 years. What first drew you to it, and what's kept you involved?
"When I first became a trustee, I wanted to learn new skills and connect with others. Over the last 30 years, it’s also become a way to share my experience and insights with causes I care about. What matters most is contributing alongside people who share that commitment, while continuing to learn."
Has being a trustee changed the way you think about the decisions charities face?
"Being a trustee makes you look beyond your own professional priorities. You’re weighing ambition against resources, immediate pressures against longer-term goals.
"Across the volunteering I do, that wider perspective matters. It reminds me that fundraising decisions belong alongside discussions about services, people, purpose and the charity’s future."
What's one thing you've learned as a trustee that fundraisers could put into practice when speaking to their boards?
"My biggest lesson is to look at fundraising through the whole charity’s eyes. A board needs to understand what investment will achieve, what risks come with it and what happens if we don’t invest. Make that case clearly, without assuming everyone shares your fundraising knowledge. And make sure you give people room to ask questions."
What does good collaboration between trustees, charity leaders and fundraisers look like in practice?
"Trustees need to understand what they’re asking leaders and fundraising teams to deliver. That means honest conversations about capacity, investment and risk, alongside ambition. Fundraisers also need space to influence the strategy.
"Collaboration builds shared responsibility: if income falls short, the response should be a collective discussion, not simply tougher targets."
Finally, what advice would you give a fundraiser who's considering becoming a trustee for the first time?
"Choose a cause you care about, then be honest about the time you can give. Bring your fundraising experience but be ready to learn about everything else too. You’re responsible for the whole organisation.
"Listen, ask questions and resist jumping into sort things out. Supporting and challenging the team takes practice."
Ceri's experience is a reminder that trusteeship offers an opportunity to see beyond your own role and understand the bigger decisions charities face.
For fundraisers, there's a practical lesson here too. Making a strong case for investment means helping trustees understand the opportunities, risks and long-term impact, rather than assuming everyone approaches fundraising with the same knowledge.
And when things don't go to plan, better conversations can help boards and fundraising teams find solutions together, rather than placing the responsibility on one team.
We're sharing the experiences of CIOF colleagues who volunteer as trustees and exploring what their perspectives can teach us about fundraising, leadership and working together.
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