High-Profile Patrons: How Charities Can Protect Their Reputation 

In October 2025, leaked correspondence revealed that Sarah Ferguson, the former Duchess of York, had referred to convicted sex offender Jeffrey Epstein as her ‘supreme friend’. Several months on, the immediate media attention has faded, but the consequences were stark: she was dropped as patron from seven charities. The episode remains a timely reminder of the reputational risks charities can face when associating with high-profile public figures.

Associating with well-known patrons is often a balancing act between risk and reward. For many organisations, the benefits of having a prominent representative in the public sphere, particularly one who appears to align with the charity’s values, can be significant. However, when a patron becomes embroiled in controversy or scandal, the consequences can be serious and far-reaching.

Reputation, risk and the role of a patron

Ultimately, high-profile patrons have the potential to either build or seriously damage a charity’s reputation. That does not mean organisations should avoid meaningful associations with public figures altogether, for fear of things going wrong. Rather, charities should ensure they have robust governance and reputation management procedures in place from the outset – from the initial selection of a patron through to the possibility of having to remove them, as seen in the Sarah Ferguson case.

In practice, charities often underestimate the importance of a rigorous selection process for patrons when compared with trustees. A patron is typically an honorary role, without the executive powers or legal duties of a trustee. As a result, the appointment process can fall into a ‘grey area’, with organisations rushing decisions and overlooking potential risks. This can leave charities exposed and dissatisfied with the outcome. Greater scrutiny at this stage can significantly reduce complications later on.

Selecting the right patron

When selecting a patron, charities should be clear about what they want to achieve from the relationship. This should shape the selection process, ensuring potential patrons genuinely align with the organisation’s values and are willing and able to fulfil expected duties, such as attending events or supporting fundraising campaigns.

Background checks are a crucial part of this process and should be carried out thoroughly, using all available information. Particular attention should be paid to a prospective patron’s digital footprint, including social media activity, to identify views or behaviour that may conflict with the charity’s values or pose a reputational risk in the future.

Onboarding and managing expectations

Once a patron has been appointed, charities should not become complacent. Effective onboarding is essential to set expectations and define the scope of the role. Many charities benefit from issuing a formal appointment letter, making clear that the role is honorary and held at the discretion of the trustees, who reserve the right to revoke it. This can be especially important if allegations arise later, as it demonstrates that the terms of the appointment were clear from the outset.

Appointing a key point of contact within the organisation can also help foster open and ongoing communication. This can encourage patrons to flag any personal issues that may impact the charity; while also ensuring they remain aligned with the organisation’s messaging and priorities.

Responding to allegations and public scrutiny

If allegations arise concerning a trustee, charities will typically undertake an internal investigation. With patrons, however, the situation is often very different. As public figureheads with limited operational involvement, any allegations tend to play out entirely in the public domain. This requires charities to act decisively, transparently and with a clear focus on protecting their reputation.

While strong selection and onboarding processes can reduce risk, they cannot eliminate it altogether. Unanticipated scandals may still emerge, requiring swift and careful action. In the Sarah Ferguson case, Julia’s House, a children’s hospice, was the first charity to respond, stating that it would be ‘inappropriate’ for her to continue as patron. Six other charities quickly followed, creating a clear and unified response.

This type of prompt, concise public statement is often the benchmark for charities facing similar situations. Organisations must recognise the sensitivity of these moments and the potential impact on fundraising, donor confidence and stakeholder relationships if allegations are dismissed or downplayed.

Knowing when to end the relationship

Patrons are appointed to benefit the charity – to raise awareness, support fundraising and enhance public trust. When an association becomes damaging or distracts from the charity’s core mission, there is little justification for maintaining it. In these circumstances, protecting the charity’s work and reputation must take priority.

When issuing a public statement, less is often more. A charity can acknowledge the patron’s contribution to date, recognise the seriousness of the allegations, and clearly state that the relationship has ended.

Learning from difficult situations

Another recent case involving a charity working with children and young people provides a further example of good practice. When allegations of child exploitation were made against a patron, the charity acted swiftly to suspend and then end the relationship, recognising the seriousness of the allegations and the paramount importance of safeguarding. A clear public statement was issued while the legal investigation was ongoing, making it clear that the charity’s priority was the protection of those it supports.

Following this, the organisation took the opportunity to review its approach to appointing patrons more generally. It reassessed whether a patron was truly necessary, how a public figure might support its objectives, and avoided rushing to replace the individual. This reflective approach helped strengthen governance and reduce future risk.

Taking a strategic approach to patronage

To determine whether a patron is right for an organisation, charity leaders should assess their needs in relation to fundraising, public engagement and operational support. This can help clarify whether a patron, trustee or another form of ambassadorial role is most appropriate. Where a patron is deemed the right fit, charities will already have a clear framework for setting expectations and managing the relationship.

For charities and not-for-profits, which depend heavily on public goodwill, donations and partnerships, reputation is everything. Trust built over many years can be quickly undermined by a poorly managed patron-related scandal. Careful planning, clear procedures and decisive action are essential to safeguarding both reputation and mission.

How we can help

Reputational issues involving patrons and public figureheads can be complex and fast-moving. Our charities and not-for-profit team advise organisations on governance, patron appointments, safeguarding considerations and crisis response – from drafting appointment terms and policies to supporting trustees through sensitive reputational challenges.

If you would like guidance on managing these risks or reviewing your current arrangements, we are happy to help.