Features – EFA | European Fundraising Association

Robert Buchhaus: Why face-to-face fundraising is the future of trust

Melanie May — Wed, 13 May 2026 10:53:19 +0000

As digital spaces become increasingly saturated, the value of face-to-face fundraising is set to rise, driven by the authenticity that comes with real human interaction and the long-term support F2F conversations bring charities as a result. However, argues Robert Buchhaus, sustaining this impact in a rapidly changing world will depend on continued investment in the people behind it — ensuring fundraisers are supported, skilled, and equipped to keep building meaningful connections.

In the mid-1990s, when face-to-face (F2F) street fundraising first erupted in Austria and began its rapid trek across borders, I found myself in a peculiar role: the evangelist for a “crazy” idea. I remember standing at international conferences, explaining our methodology, only to be met with shaking heads.

“What? You stop strangers on the street, chat for a few minutes, and they just hand over their bank details to let you collect money again and again?” they would ask. “You crazy Austrians — it will never work in my country.” Even those who saw its early success were sceptical of its longevity. Three decades later, however, F2F has proven them all wrong, becoming the bedrock of global donor acquisition.

The engine of modern acquisition

Today, we aren’t fighting for the survival of F2F; we are fighting to meet the overwhelming demand for it. In many markets, F2F is the primary tool capable of delivering the high volumes of regular donors that organizations need to survive. While traditional channels face diminishing returns and digital acquisition struggles to scale, F2F continues to deliver the human connection that translates into long-term commitment.

The current challenge isn’t a lack of interest from charities; it’s a capacity crisis. Agencies and in-house programs are struggling to find enough high-quality staff to fulfil this demand. But this success is not self-sustaining — it requires a deliberate focus on the people behind the clipboards.

The antidote to “AI overflow”

Looking ahead, I am more confident in F2F today than I was years ago. We are entering an era where AI-generated content, visual fakes, and automated spam will overflow our digital lives. This “content pollution” will inevitably lead to widespread frustration and a profound crisis of trust.

In a world where you can’t be sure if the voice on the phone or the face in a video is real, the value of physical, human interaction sky-rockets. We might use AI behind the scenes to optimize campaigns, but it will never replace the fundraiser on the street or at the door. People will be relieved to have a real human interaction.

Protecting the ecosystem

However, this future isn’t just going to “happen.” To keep F2F successful, we must move beyond viewing it as a mere “technique” and see it as a human ecosystem that requires constant reinvestment. Historically, agencies and dedicated in-house programs have been the “nurseries” of our industry — investing heavily in training and building the next generation of talent. If we stop investing in the “soil” and move toward purely transactional models, the harvest will eventually fail.

Caring for the frontline

Maintaining quality starts with the well-being of our fundraisers. Our teams are on an “exhausted mission” — standing in the rain, facing rejection, and carrying the emotional weight of the world’s challenges. If we want them to inspire others, we must first inspire and support them through mentorship and stable structures.

This is where the strength of our global F2F community comes in. We are a unique breed — one that shares, cares, and learns across borders. By fostering this culture, we ensure our frontline heroes have the resilience to keep building those vital bridges. F2F hasn’t just survived the digital revolution — it is the tool that will thrive because of it.

Experience the spirit of collaboration

And it is exactly this spirit of collaboration and shared learning that continues to drive our sector forward. The 3^rd International F2F Fundraising Congress will take place on 15–17 March 2027, bringing together practitioners, innovators, and decision-makers from across the globe to exchange insights, challenge assumptions, and shape the future of face-to-face fundraising together. Find out more and register here.

About Robert Buchhaus

After completing his studies, Robert Buchhaus, who holds a doctorate in law, decided to pursue a career in fundraising to promote positive change in the world. Over the course of his diverse, decades-long career, he has personally asked over 50,000 people to provide regular support to a wide variety of organizations, worked as an internationally active fundraising consultant for various international NPOs, and established fundraising agencies (Global Fundraising Group) with partners in numerous countries; serves as managing director of agencies in Austria and Germany, and is a recognized speaker at international fundraising conferences as one of the leading specialists in face-to-face fundraising.

In 2014, he was the first in the German-speaking world to introduce tablet fundraising into face-to-face fundraising. He serves on the board of the Austrian Fundraising Association.

Greenpeace image: © Mitja Kobal, Greenpeace

Special Focus: Progressing a career in fundraising

Melanie May — Wed, 13 May 2026 10:35:52 +0000

Ahead of EFA’s 2026 Learning Symposium on 31 May – 1 June, we ask three fundraisers to share how they started in fundraising, the opportunities and training they’ve taken — and the difference that training has made. They also provide their top tips for progressing a career in fundraising.

In a changing and increasingly complex environment for nonprofits, fundraising is central to organizational success and sustainability. As a result, demand for high-quality professional development is growing rapidly, as fundraisers seek clear and credible pathways to build their skills, strengthen their leadership capabilities, and gain recognised qualifications that reflect the realities of modern fundraising practice.

Supporting the development of the fundraising profession is a core priority for EFA. Through its Certification programme, EFA facilitates training and formal qualifications that help fundraisers grow and excel. Earlier this year, EFA launched its revised Advanced Competence Framework. This provides a robust foundation for training providers to design courses that meet the evolving needs of fundraisers operating in a leadership or management capacity or looking to progress into such roles. Later this month, the EFA Learning Symposium (31 May – 1 June in Berlin) will bring together educators, experts, and senior fundraisers to explore what kind of education produces better fundraisers, stronger organizations, and more sustainable income.

Ahead of this, we spoke to three fundraisers about their own career journeys — how they started in fundraising, the training and opportunities they pursued, and the impact professional development has had on their work. They also share their advice for others looking to grow and succeed in fundraising.

Charley Burke, innovation and development manager, Midlands Air Ambulance Charity, UK

How did you start in fundraising?
Like many professional fundraisers, I found my way into the sector through a growing awareness of the impact I wanted to have in my career. I have always been motivated by working on things that truly matter, and fundraising provides a meaningful way to contribute to positive change.

I started out in the Midlands Air Ambulance Charity marketing department where I developed a huge appreciation for the cause. My career in fundraising began through a six-month secondment managing community fundraising in Worcestershire. What began as a short-term opportunity evolved into a five-year journey.

Unlike many in the sector, I have remained with the same organization throughout my fundraising career. I now have the privilege of leading innovative income generation projects, driving forward new ideas to support and sustain our mission.

What key experiences or opportunities have helped you progress to where you are today?
A combination of practical experience, professional development, and sector engagement has been instrumental in my progression.

My background in marketing has been invaluable, equipping me with the skills to communicate compelling stories and build strong cases for support. Fundraising draws on a wide range of transferable skills, and this foundation has enabled me to engage supporters effectively and authentically. Networking and peer learning opportunities have broadened my understanding of the wider sector while allowing me to remain connected to an organization I am deeply passionate about.

Completing the Chartered Institute of Fundraising’s Fundraising Diploma strengthened my theoretical knowledge and deepened my understanding of the diverse skill set required to deliver excellent supporter stewardship. Importantly, my organization actively champions innovation. During my time in community fundraising, I was given the autonomy to test new ideas, learn from failure, and respond to supporter needs in an agile way. This experience has been invaluable in shaping my approach, encouraging creativity, resilience, and a supporter-focused mindset.

How has professional training in particular helped you?
Fundraising is sometimes perceived as the more accessible or “lighter” side of charity work; however, while it is dynamic and rewarding, it is underpinned by critical knowledge and professional standards.

Professional training and credentials have been essential in ensuring that my work is delivered with transparency and accountability. Gaining formal qualifications has not only deepened my understanding of best practice, but strengthened my confidence in delivering strategic and impactful fundraising initiatives.

What are your top tips for progressing a career in fundraising?

Stay open to unexpected opportunities A career in fundraising doesn’t always follow a straight path. Being open to secondments, side projects, or internal moves can lead to long-term growth. What starts as a short-term role can evolve into something much bigger if you’re willing to step in, learn quickly, and make an impact.
Build on transferable skills and purpose Fundraising thrives on skills from other disciplines, in my case marketing, communications, relationship-building. Use what you already know to tell compelling stories and connect with supporters. At the same time, stay grounded in the cause; a clear sense of purpose will shape how authentically and effectively you engage others.
Invest in learning, networks, and experimentation Progress comes from a mix of hands-on experience, professional training, and learning from others. Seek out development opportunities, connect with peers, and don’t be afraid to test new ideas. Innovation often comes from trying, failing, and adapting. Build resilience and keep your focus on what supporters need.

Sanna Nupponen, fundraising coordinator, Tukilinja, Finland

How did you start in fundraising?

I have worked at Tukilinja for nearly 17 years. For more than 10 of those I have been at the very heart of our organization’s purpose: processing grant applications from low-income people with disabilities and people living with long-term functional impairments. My background is in social services, so moving into fundraising from my earlier social work role at Tukilinja felt like a natural step, and I had already seen first-hand the impact that the funds raised through our fundraising efforts can make.

My current role is coordinator of fundraising and grant operations. On the grants side, I am responsible for collaborative grants that we award together with partner organizations. On the fundraising side, I work on developing our fundraising and the communications that support it as a whole. This includes both creating new fundraising approaches and strengthening existing ones. Previously, our fundraising was based solely on income from Tukilinja magazine, which was sold through telephone fundraising. My role is therefore very varied, and what matters greatly to me is that I remain closely connected to our grant work — the core of our mission, and the reason why we raise funds in the first place.

What key experiences or opportunities have helped you progress to where you are today?

I completed a specialist vocational qualification in fundraising, which gave me the opportunity to explore the field in depth and from many different angles. Most importantly, however, I have found networking with experienced professionals in the sector incredibly valuable. I have also benefitted greatly from taking an active part in the training sessions and events organised by Vastuullinen Lahjoittaminen (VaLa ry), the Finnish fundraising association.

How has professional training in particular helped you?

Professional training gave me a broad overall understanding of what fundraising is and what it can be. It also helped me build strong professional networks, both with fellow students and with trainers, and those connections have provided an excellent foundation for ongoing professional networking and development.

What are your top tips for progressing a career in fundraising?

Network My single most important piece of advice would be to build connections with other fundraising professionals. I would very warmly encourage people to take part, whenever possible, in events where they can meet others working in the field. In Finland, these include, for example, VaLa’s webinars and live events.
Keep a close eye on the wider fundraising field, including organizations that might at first seem like “competitors”. For instance, if you work in the social and health sector, it is still very worthwhile looking at how environmental organizations approach fundraising and learning from their ideas and practices.

Ingvild Vaale Arnesen, marketing manager, Sabima, Norway

How did you start in fundraising?
My journey began with the Norwegian Cancer Society, driven by a deep personal commitment that came from my own experience of losing my mother to pancreatic cancer. As a result, I felt a profound need to contribute to cancer research and treatment. That emotional connection drew me into fundraising — it was a cause I couldn’t ignore.

My path was also shaped by a Master’s degree in business and administration, chosen for its flexibility and broad opportunities. I was always drawn to nonprofit organizations but after the Norwegian Cancer Society I first worked with Oslo’s largest film festivals, where sponsorship and partnership elements introduced me to fundraising in a different context. Now, as marketing manager at Sabima, a Norwegian NGO working to protect the environment, I have returned to charitable fundraising.

What key experiences or opportunities have helped you progress to where you are today?

My progress has been shaped by a combination of education, diverse experiences, and the courage to align my work with my passions. My business degree provided a strong foundation, while my decision to study fundraising through a programme with Fundraising Norway and Plymouth University added credibility and structure to my skills.

Networking has also played a role. and professional training has offered valuable frameworks, insights and validation, but what has mattered most is the wish to pursue work that resonates with my values. I believe passion and authenticity are equally vital and powerful driving forces. I am also a self-taught photographer. This has also been a guiding passion for many years, reminding me what is really important and a great tool for understanding myself, my surroundings and what I care deeply about.

In my work, I bring not only a strategic and operational understanding of marketing but a strong visual sensibility, shaped by my background in photography. I believe deeply in the power of visual storytelling to connect with people, and my work is driven by a commitment to fostering both personal and collective growth. For me, it’s about more than just communication — it’s about using my insights into human nature and my creative skills to inspire connection and development, whether in my work, myself or in those I work with.

How has professional training in particular helped you?
Professional training, like the fundraising programme I took with Plymouth University and Fundraising Norway, gave me a structured framework and credibility. It validated my skills and deepened my understanding of the field. That said, my career as a photographer taught me that formal training isn’t everything — passion and authenticity are just as powerful. Training provided the tools, and my diverse experiences and personal drive shaped how I use them.

What are your top tips for progressing a career in fundraising?

Find where you want to make a difference. Fundraising is about purpose, so identify the causes or organizations that truly resonate with you.
Educate yourself. If you feel you need more knowledge or skills, seek out training or program to build knowledge, credibility and confidence.
Bring your unique experiences with you. Fundraising is different from working with commercial brands, even if brand-building is still important. Your diverse background can be an asset, so don’t underestimate what you already know.
My best advice? Be patient and don’t give up on your dreams and passion. Every experience matters, and sometimes it takes time to reach your goal. Stay committed to finding the places where you can truly contribute and make a difference.

Slovakia’s “Russian Law” episode: How a government tested the limits of civic space

Melanie May — Wed, 01 Apr 2026 10:45:43 +0000

When the fourth government of Robert Fico returned to power in late 2023, civil society in Slovakia quickly became a central political target. The confrontation that followed was structured and escalating – moving from rhetoric to legislation, and from legislation to administrative pressure when the courts intervened. Eduard Marček, EFA executive director and head of the Slovak Fundraising Centre, reports on the situation.

From its first days in office, the fourth government of Robert Fico framed a segment of Slovak NGOs – particularly those watchdogs active in anti-corruption, rule-of-law advocacy, and public policy – as politically biased and foreign-influenced. Organizations such as Transparency International Slovakia, Stop the Corruption Foundation and Via Iuris were repeatedly portrayed as actors operating “like political parties” but without public accountability. This narrative laid the groundwork for regulatory action.

The “Russian Law”

In 2024 and 2025, the coalition advanced an amendment to the NGO law with no expert discussion that soon became known domestically as the “Russian Law.” The original proposal required organizations receiving foreign funding of more than €5,000 to label themselves as “organizations with foreign support,” disclose donors publicly, and comply with expanded reporting obligations. Early drafts also considered classifying NGOs (and only NGOs, not businesses or other actors) as lobbyists. The parallels with Russian and Georgian legislation were widely noted, and international criticism swiftly followed. Under mounting pressure – including concerns raised at EU level – the government softened the terminology at the last minute, removing the explicit “foreign agent” label. Yet the core obligations remained, and Parliament passed the law in April 2025.

Civil society fights back

The proposal and ultimate adoption of the law triggered an immediate backlash. Civil society organizations coordinated across platforms, organized public protests, issued joint statements, and mobilized legal expertise to challenge the legislation. The response was unusually cohesive: NGOs formed broad coalitions, engaged European partners, and framed the issue as a constitutional matter rather than a sectoral dispute. Within days of adoption, opposition parties and the Public Defender of Rights filed a motion to the Constitutional Court of the Slovak Republic requesting constitutional review.

The most controversial element was the mandatory donor disclosure – with NGOs receiving significant contributions required to publish the names of donors above a €5,000 threshold. Critics argued that this endangered privacy, exposed donors to harassment, and created a chilling effect on philanthropy. Additional reporting and registry requirements also increased compliance burdens, particularly for mid-sized and smaller organizations.

Even before the Constitutional Court ruled, the political campaign translated into practice. Government-initiated financial audits targeted selected NGOs, presented publicly as evidence of systemic misuse of public funds. Yet the official audit findings revealed irregularities amounting to roughly 0.5% of the total controlled sum – hardly indicative of widespread abuse. Despite this, the narrative of suspected misconduct persisted. Within the sector, these waves of inspections and public statements were widely described as harassing and bullying – designed less to correct financial mismanagement than to intimidate and discredit non-governmental organizations.

Circumventing the Court ruling

In December 2025, the Constitutional Court struck down the law as unconstitutional, holding that mandatory donor disclosure violated privacy and fundamental rights protected under the Slovak Constitution and the European Convention on Human Rights. The ruling rejected the framework in its entirety, and the law formally lost effect on 4 February 2026.

The government, however, did not abandon its approach. On 18 February 2026, it adopted a new resolution – this time not a law, but an executive directive – ordering intensified oversight of NGOs across multiple state authorities. District offices, tax authorities, labour inspectors, ministries, the Public Procurement Office, and the Data Protection Authority were instructed to expand controls over NGOs’ financial management, use of public funds, labour law compliance, and GDPR adherence. Annual reports from these inspections are to be consolidated and presented to the Cabinet each October.

Rather than labelling organizations as foreign agents, the state is mobilizing existing regulatory instruments to subject NGOs to heightened scrutiny. The formal justification remains transparency and proper use of public funds.

Further undermining of the sector

Other tactics are also being used to undermine the sector, including a deliberate strategy of defunding critical areas of civil society – designed specifically to limit and weaken nature protection, human rights protection, culture, and development aid. Analysis by the Platform for Democracy with the Open Society Foundation shows that funding losses in these areas reached €16m in 2024 and 2025. These were caused by a range of state interventions from administratively excluding NGOs from eligibility for the Green Education Fund (a loss of €823,000), to blocking approximately €5m from the European LIFE program by refusing mandatory co-financing, and negative intervention in the expert committees of 513 projects by the new Arts Support Fund Council (losing €3.5m).

For many in the sector, the cumulative effect of these measures constitutes a sustained campaign of pressure – intended not only to regulate but to intimidate.

Diversifying to build resilience

At the same time, the pressure has generated an unintended consequence: rising resilience within the sector. Many organizations have accelerated diversification of revenue streams, strengthening individual fundraising to reduce dependency on state resources. Crowdfunding campaigns, small-donor programs, and community-based giving have expanded. The process is exhausting, but also empowering.

For fundraisers and philanthropy leaders across Europe, Slovakia illustrates how restrictions on civic space can unfold incrementally – through rhetoric that reframes NGOs as political adversaries, through legal experiments that probe constitutional limits, and through administrative escalation when courts intervene. The Slovak case shows how civic space can be pressured inside the European Union without formally dismantling democratic institutions, testing not only constitutional safeguards but also the resilience of activists and organizations, donor trust and independent fundraising ecosystems.

Eduard Marček

Oxfam Germany: Beyond petitions – solving the engagement issue with a children’s book

Melanie May — Wed, 01 Apr 2026 10:34:46 +0000

Reaching new people, particularly with political campaigning, is a common challenge for NGOs, including Oxfam Germany. Valerie Senden, its director of public fundraising and marketing, explains how offering a children’s book enabled Oxfam Germany to engage a new audience with social injustice, generating leads and gaining regular givers.

Many NGOs will be familiar with this issue: communication largely takes place within the same bubble. It poses a constant challenge, especially in political campaigning. So how can we reach new people with our messages? And then, how can we win them over as long-term allies?

For Oxfam, as a political NGO in particular, how to reach new people is a question that arises repeatedly and with great urgency. Social inequality is one of our core issues, and once a year, we publish our Inequality Report at the World Economic Forum in Davos, which generates a lot of media attention. However, the central product of the report is a 60-page study – not exactly a crowd-pleaser that is likely to go viral on social media.

The task

So the questions we ask ourselves every year are:

How can we communicate our complex political work?
How can we be low-threshold and target-group-oriented?
How can we generate leads with the help of this product?

We know that we need to reduce the complexity and encourage engagement but that we also need to remain credible. So how do we reach those who find reading a study too time-consuming, and communicate our content clearly and simply?

As a politically active organization, we must not fall into the trap of populism, and as a donation-based organization, credibility is central to our supporters.

So what can we offer beyond the news headline? And how can we encourage people to engage with us on our various channels?

Our answer to this question is usually: we start a petition. But apart from the fact that petitions are time-consuming, the problem remains that we usually address the same audience. And in this case, we only had six weeks to launch the campaign in time for the World Economic Forum.

The path to the product

From the outset, 2024’s campaign was planned as a cross-team project. It could only work if we brought together expertise from our advocacy, campaigning, and communication teams. So first, we set up a strict schedule with clear responsibilities and sign-off loops. This was clearly going to be a sprint.

In search of something new, we placed particular emphasis on attracting new target groups. With the help of user-centred design thinking approaches, we wanted to break away from Oxfam’s academic communication style and be as accessible as possible without coming across as patronizing. We asked ourselves: Which target group do we want to reach? And above all: What are their needs and interests? And how can we create added value for them?

The idea: a children’s book!

Why? Because parents and guardians are perfect match. They’re interested (including politically) in the future of our society and planet, and willing to get involved – but they have little time.

As parents and guardians, they’re also always on the lookout for interesting, high-quality entertainment for children that they can use to spend time together.

This offered an opening for us to simplify these complex issues with a child-friendly presentation. We came up with a little rabbit that encounters various situations symbolizing social injustices and presents solutions for a fairer world.

In book form, titled “Sometimes the world’s not fair”, it presented an opportunity for parents and children to learn together and discuss social injustice.

The campaign set-up

Our goal was to collect email leads (with double opt-in) and phone numbers (through required fields) with the e-book as an incentive. First however, we launched the campaign with a limited print edition at the World Economic Forum in Davos. After this sold out, the campaign continued as an e-book only.

We used advertising to reach people – mainly via paid campaigns on Facebook and Instagram – as well as target group-specific distribution to parents, educators, and design-savvy audiences.

Initial success

The first step of lead generation was extremely successful. The initial print run of 4,000 copies sold out within three days, generating 4,000 leads at a very low cost. Even when considering the total costs (including agency, print, and logistics), the results were significantly better than other lead campaigns.

Oxfam also reached a completely new and significantly younger target group, and achieved a very strong response from both new leads and existing supporters. In addition, we received numerous enquiries from daycare centres, schools, and parents interested in more copies for classrooms and libraries.

Conversion emailing to our newsletter subscribers was also very successful with a high conversion rate to regular givers.

Learning from mistakes

While the quality of email contacts was good, reaching people by phone was less successful. The new contacts were difficult to reach and had little time, leading us to conclude that this channel was not suitable for the target group.

Trying new things

So what next? Our children’s book had clearly struck a chord with a target group that we had previously found difficult to reach. However, in order to turn this into lasting success for us and gain new supporters in the long term, we had to make some adjustments.

Since the children’s book was obviously a very strong incentive, we converted the campaign into a direct acquisition campaign for regular givers. This was implemented with a landing page and an accompanying Meta campaign, and quickly showed an attractive CPO and a constant source of new regular donors. To keep interest high we developed a range of new paid social assets with different approaches, such as user-generated content (UGC).

We also tested the children’s book as an incentive in various other campaigns, as it can be easily combined with different topics, such as cuts in international aid programs. We sent out various conversion emailings to existing supporters, where we were able to achieve an extremely high conversion rate.

Finally, we were able to get a well-known German actress to record the text as an audiobook for us, which we used as part of our Christmas campaign.

In 2025, the campaign won first prize from the German Fundraising Association, and the book has now been adapted internationally by other Oxfam affiliates and published in countries including Turkey, Australia, and the Netherlands.

Lessons learned

Be bold – trying new things can take a leap of faith but it pays off
Get your basics right – set out a strict schedule and clear responsibilities
Take your target group seriously – respond to what you know about them and what their actions tell you
Don’t be discouraged – every mistake is a lesson you can learn from
The devil’s in the details – it’s the many elements in a campaign that, together, make the difference

Valerie Senden

About Valerie Senden

Valerie Senden studied philosophy, German language and literature, and English language and literature in Berlin, Potsdam, and Turin, Italy. She has been working for Oxfam Germany in the field of digital communication and marketing since 2019, becoming head of digital communication in 2022 and currently serving as director of public fundraising and marketing (interim).

Josh Leigh: Banned and blocked? How charities can win in the new digital landscape

Melanie May — Wed, 25 Feb 2026 11:45:44 +0000

Meta sent shockwaves around the nonprofit sector last year when it announced its ban on social issue ads, and Google has also introduced restrictions. However, despite the changes, digital still presents major opportunities for fundraising. Josh Leigh, co-founder of digital fundraising agency Hynt, explains how to evolve your strategy to win new supporters and keep raising money.

The digital landscape for charities has shifted from a static, ad hoc reflection of their offline marketing (Facebook ads based on your direct mail pack, anyone?), to a complicated, highly regulated environment defined by privacy walls and platform restrictions that leave us wondering where to go next.

Between 2020 and 2025, Meta and Google introduced sweeping changes that have torn up our traditional fundraising playbooks. Yet despite these hurdles, digital fundraising continues to be a huge opportunity for charities to win new supporters and raise more money, as long as we’re willing to evolve our strategies.

The new reality: platform restrictions on ‘social issues’

For years, charities advertising on digital channels relied on granular audience targeting to find new supporters. But despite the huge alarm bells around political ad bans in October 2025, Meta actually began removing thousands of audience targeting options related to health, religion, sexuality and more as far back as 2020.

This was followed by Apple’s 2021 iOS 14 update, which effectively blinded advertisers from using behaviour by allowing consumers to ‘Ask App Not To Track’.

From 2025, the restrictions have deepened significantly. Meta introduced further data-sharing limitations on any advertiser promoting “Medical Conditions” and “Religious Beliefs”, among many other areas that charities work hard to support.

Then, in October 2025, a major regulatory change led Meta and Google to ban and block what they define as ‘social issues’ advertising across the EU. This has left charities scrambling to find new ways to communicate about their life-changing work online and, crucially, to continue to find supporters in this new digital landscape.

The 2-step solution: mastering the middle of the funnel

All of these changes have meant that charity comms and advertising are getting less and less effective at the top of the funnel (awareness) and the bottom (direct conversion). The top of the funnel often suffers from high competition and a broad reach that doesn’t convert, while the bottom of the funnel is plagued by the rising cost per acquisition (CPA) caused by Meta’s never-ending changes. Charities must now master the “middle”.

In the middle, our goal is to grow our first-party data. By building a list of active, engaged supporter email addresses, which the organisation owns, charities can bring their supporters’ experience back under their control. You control the message. You own the relationship.

We call it the Mobilisation Model:

Attract supporters in the middle of the funnel, using lead generation campaigns to reach and engage supporters at scale.
Drive action by making it easy to give and give again, while sharing their voice and being an active member of your community.
Grow your impact by maintaining contact: send more emails, more often, to drive long-term financial support.

By focusing on list growth, charities can acquire just as many donors, at competitive CPAs, but with the added benefit of thousands of contacts on their charity’s file who have raised their hand and said they’re ready to help create change.

Optimising your storytelling for digital

In the new digital landscape, the quality of your storytelling and your content becomes the primary driver of your success. When it comes to telling stories, many charities focus heavily on the “What”: the specific work they do. To cut through in digital, charities must optimise their storytelling to focus on the “Why”: the fundamental reason your organisation exists. This part of your story is often forgotten.

Authenticity is another big part of this storytelling shift. High-production, polished ads are often outperformed by authentic stories and raw images. Content needs to feel truly ‘social’, or audiences will ignore it.

Just like any other fundraising, tangibility plays a crucial role in conversion. The best performing campaigns will connect the dots between the urgent need, the impactful solution, and the simple, clear action that the supporter can take.

Innovation with more meaningful engagement: leads

To grow your file of first-party data, leading charities are moving beyond the “Donate” button and towards meaningful, engaging lead magnets that connect your audience to the causes they care about.

It can be as simple as a hand-raiser: a values-led proposition that invites potential supporters to join your mission and make a change.
Digital guides can help educate, inform or empower your supporter to bring your work to life in their day-to-day, like safe protest guides, sustainable living guides and more.
Quizzes and games challenge your supporters to become closer to the reality of the work your organisation does on the front line.
Charities are increasingly looking to spark conversations with their supporters through WhatsApp and chatbots, creating immersive, fictionalised experiences that bring their work to life.

So, what does ‘good’ look like?

By shifting to the Mobilisation Model, charities can move away from the volatility of acquiring ‘cold’ donors in a digital landscape that is constantly changing, and towards a more predictable part of the funnel.

Typical lead generation might see an average cost per lead (CPL) of £1-£4. Combine this with automated email journeys, and these leads can convert to donors at a rate of 0.5-1.25%, bringing in cash donors while filling the funnel with qualified leads.

While the initial media spend might result in a return on ad spend (ROAS) of roughly 0.30-0.50, the long-term value is found in digital donor retention. By sending more emails, more often, charities can maximise the lifetime value of these digital donors, and prospect the file of new supporters to give them more and more ways to be an active part of your mission.

So while Meta and Google continue to ban and block charities from the traditional digital pathways to finding new donors, they have not closed the door on digital fundraising just yet. Success in 2026 and beyond requires charities to stop renting their audiences from big tech, and to start owning their relationships through first-party data and meaningful, active engagement.

Josh Leigh

About Josh Leigh

With more than 15 years of experience in digital and offline fundraising, campaigning and activism, Josh Leigh has helped NGOs raise millions in financial support and connect countless people with the causes they care about. Josh co-founded Hynt, a digital fundraising agency that empowers charities and purpose-led brands across Europe. Hynt offers a unique blend of expert training and campaign support, equipping clients with the knowledge and tools to navigate the digital landscape and achieve their fundraising goals.

Main feature image by Mariia Shalabaieva on Unsplash

UK civil society in 2026 – resilient, resourceful, but under strain

Melanie May — Wed, 25 Feb 2026 11:40:21 +0000

In 2026, UK civil society remains resilient and trusted, but it is operating under mounting financial strain, heavier compliance demands and rising needs at home and abroad. The sector’s future will depend not on its capacity to endure, but on whether policymakers, funders and corporate partners commit to long-term, sustainable support rather than short-term fixes, warns Ceri Edwards, executive director of engagement at the UK’s Chartered Institute of Fundraising and EFA president.

The real test for the coming years will be whether policymakers, funders, corporates and philanthropists move beyond short-term fixes and commit to long-term partnerships that match the scale of the challenges ahead.

In 2026, UK civil society is neither collapsing nor comfortable. It is resilient, adaptive and still deeply committed to the communities it serves – but it is also operating under sustained pressure that is reshaping what it can do, how it works, and who it can reach.

Recent analysis, including the February 2026 report from Bond on UK civic space, paints a picture of a sector navigating tightening funding, increased scrutiny and growing demand. The question is not whether civil society still exists in strength – it does – but whether the conditions around it are becoming more fragile.

A sector tested by funding shocks

The aftershocks of the USAID cuts continue to ripple through the system. The initial shock was immediate: organisations heavily reliant on US development funding were forced to close offices, reduce programmes, and scale back their geographic footprint. Those with diversified income streams – a mix of grants, individual giving, and corporate partnerships – fared better. Smaller, grassroots organisations felt the brunt.

But the bigger story in 2026 is the domino effect.

Reduced US funding influenced UK government international development spending priorities, while UN agencies – many of which relied on US contributions – tightened their own allocations. Funding agreements now often come with more stringent reporting requirements and compliance demands, increasing administrative burdens at precisely the moment organisations are trying to stretch limited resources further.

Civil society is surviving – but it is spending more time proving impact than delivering it.

Domestic pressures mirror global ones

While international NGOs recalibrate, UK-based charities are facing parallel strains at home. The cost-of-living crisis may no longer dominate headlines in the same way, but its effects persist. Demand for food banks, mental health services, housing advice, and refugee support remains high. Climate-related emergencies and geopolitical instability continue to drive humanitarian need abroad.

Yet public giving has not risen in line with need.

This mismatch – rising demand and constrained income – is the defining tension of 2026. Civil society is increasingly asked to plug systemic gaps while operating without long-term financial certainty.

Adaptation: Philanthropy, corporates and new models

One of the most striking shifts is strategic rather than reactive. Organisations are not simply trying to “replace” lost government funding. They are rethinking how they generate income.

There is greater focus on:

Deepening relationships with philanthropists aligned with mission and values
Building meaningful corporate partnerships with socially conscious businesses
Exploring blended finance and public-private partnership models
Using existing infrastructure to develop earned-income services

However, these approaches require investment. Developing a corporate partnership or launching a social enterprise arm demands upfront capacity – specialist staff, due diligence, legal support. Larger institutions can often absorb this transition; smaller charities struggle.

Blended finance and alternative models are promising but remain unevenly accessible. Without careful policy support, there is a risk that innovation benefits the already well-resourced, widening inequalities within the sector itself.

The civic space question

Beyond funding, there is a broader issue: civic space.

Bond’s 2025–26 analysis highlights concern about the regulatory and political environment in which civil society operates. Increased compliance requirements heightened political polarisation, and public discourse that sometimes questions the legitimacy of advocacy work all contribute to a more complex landscape in which we operate.

This does not amount to a closed civic space – the UK remains a functioning democracy with a vibrant voluntary sector – but it does signal a subtle shift. Scrutiny has increased. The margin for error has narrowed. The tone of debate has hardened.

In this environment, charities are balancing service delivery with advocacy, mindful of reputation, funding relationships, and public trust.

A sector still anchored in trust

Despite these pressures, civil society retains one of its most valuable assets: public trust at a community level.

Local organisations remain embedded in the communities they serve. National charities continue to mobilise volunteers at scale. When crises hit, civil society is still among the first to respond. And this is what makes the long-term funding question so urgent.

The long view: Demand is not going down

If 2026 has made anything clear, it is that demand for civil society services will continue to rise. Climate change, conflict and migration and inequality are not short-term trends. The funding model, however, remains short-term and reactive.

The central challenge now is not simply replacing lost income. It is building sustainable, multi-year funding structures that allow organisations to plan, invest in staff, innovate responsibly, and maintain standards without being consumed by compliance.

Civil society in the UK is holding up – but it is doing so through ingenuity and sheer effort rather than structural stability.

The narrative of resilience can be comforting. It suggests adaptability, strength, perseverance.

But resilience should not be confused with sustainability.

In 2026, UK civil society is still standing, still delivering, still advocating. Yet it is navigating an increasingly complex funding ecosystem, heavier reporting demands, and rising need – all at once.

Civil society is holding up. The question is whether the system around it will hold up too.

Ceri Edwards

Main picture by Getty Images for Unsplash+

Fundraising in Europe: 2025 in review, & expectations for the year ahead

Melanie May — Wed, 14 Jan 2026 11:40:09 +0000

As we head into a new year, we ask nine fundraising experts about the challenges and opportunities 2025 brought for fundraisers in their countries, and for their views on what 2026 will bring: both at home, and more widely across Europe.

Across Europe, the last 12 months have been challenging. Further political shifts to the right have brought attacks on civil society, democracy, and civic space – bringing greater awareness of the need for organisations to work together, and to mobilise new and greater support. At the same time, as highlighted in the 2025 European Nonprofit Pulse released last month, several ongoing issues have intensified, impacting fundraising and operations.

The economic climate has remained tough, increasing costs and service demand for many, and making it difficult to raise sufficient funds. Adding to this, last year funding cuts abounded, and several countries reported new or incoming rule changes restricting channel use, while Meta’s banning of ads on social issues caused consternation, impacting nonprofits across the EU. And, as if this wasn’t enough, recruiting and retaining sufficient fundraising staff, and managing workload have also remained key challenges.

However, 2025 also brought good news and opportunity. AI for example is now everywhere, and while issues remain, nonprofits are increasingly making use of it to ease some of the workload pressures, and to better understand and engage with audiences. Some countries also welcomed tax reforms supporting giving, while in others donations remained stable or rose, such as in Germany and Netherlands, and innovation – as seen in France – opened the doors to new ways of giving.

So let’s take a closer look: at 2025’s biggest challenges for fundraising on a country basis, at the most positive developments, and at what’s coming up in 2026 – both for countries individually and more broadly across Europe. Here are some insights from EFA members in Austria, Ireland, Italy, Netherlands, Norway, Poland, Spain, Sweden, and the UK.

“Increasing political campaigning against nonprofits in the context of public funding debates further impacted the operating environment.”

Ruth Williams, CEO, Fundraising Verband Austria

In 2025, key challenges here in Austria included rising cost pressures in service delivery, an aging donor base combined with increasing difficulty in reaching younger audiences, shortage of qualified fundraising professionals, and growing competition in online donor acquisition. Meta’s restrictions posed significant challenges, as did the new IBAN name-matching requirement. Additionally, increasing political campaigning against nonprofits in the context of public funding debates further impacted the operating environment.

More positively, overall giving remained very high, reaching €1.07 billion, with record donor participation. 79% of people aged 16 and above made a donation, reflecting strong solidarity and trust in charitable organisations. Another highly positive trend was the growing interest in legacy giving: nearly 11% of all donations in the country already come from bequests.

We also view the impact of the major nonprofit reform (2024) very positively. Since implementation, the list of tax-deductible charitable organisations maintained by the Ministry of Finance has grown by almost 1,300 organisations (+86%), significantly increasing the diversity of nonprofits able to offer tax-deductible giving.

In Austria, 2026 will see the continued implementation of the major nonprofit tax reform. Green finance and ESG-linked projects will create new partnership opportunities for NGOs, especially in renewable energy initiatives. Digitalisation remains a priority, with nonprofits trying to adopt AI tools for fundraising and donor engagement.

Across Europe, 2026 marks a transition phase for EU funding programmes as the current Multiannual Financial Framework approaches its final years, bringing new priorities for social innovation and sustainability. Nonprofits will face tighter regulations on AI governance, data protection, and accessibility standards. A proposed EU statute for cross-border associations could simplify operations for international NGOs – but is currently off the table. Fundraising trends point to multichannel strategies, automation, and ethical standards updates – especially in connection with AI.

“Nonprofits must adapt to rapid technological change and continued attacks, responding in ways that avoid victimhood while positioning themselves as credible, constructive solutions to societal needs.”

Charlotte Rydh, secretary general, Giva Sverige

Key challenges for fundraising in Sweden last year were reduced public funding across many organisations, and political calls for increased private funding – without adequate support. In response, organisations look to grow donations, corporate partnerships and philanthropic giving, requiring operational and strategic fundraising expertise. Many, however, lack the resources to invest in fundraising capacity, and/or the insights and courage among leadership to pursue long-term funding strategies. This is compounded by political narratives portraying CSOs as incompetent or fraudulent, making support harder to secure.

More positively, the government has initiated several efforts in recent years to evaluate and propose incentives to increase giving. Following a public inquiry, tax deductions for corporate gifts will be introduced from 1 January 2026. Eligibility is currently limited to gifts for academic research or social work, mirroring individual deductions, but this may change. Through our advocacy for broader inclusion, and business sector pressure to clarify sponsorship rules, the government has examined these issues in a second inquiry, to be published on 19 January.

A third inquiry, established last June, addresses private funding for the cultural sector, including the potential addition of culture as a deductible purpose, and matched giving as another incentive. Giva Sverige has been on the expert groups for each inquiry, with our proposals on matched giving and broader eligibility partially reflected.

These positive developments help to offset the challenges but again, without resources to invest in fundraising, giving incentives will fall short of their potential.

Looking ahead, nonprofits face a landscape of uncertainty and opportunity. Sweden’s September election will have major consequences on everything from public and private funding to the operating space for civil society. Globally, unresolved developments – including the war in Ukraine – raise questions about future public solidarity and the tipping points for civic mobilisation. Nonprofits must also adapt to rapid technological change and continued attacks on civil society, responding in ways that avoid victimhood while positioning themselves as credible, constructive solutions.

“Pro-democratic organisations that have invested consistently in building relationships with individual donors have not experienced a significant decline in funding.”

Andrzej Pietrucha, fundraising and marketing trainer and consultant, Academy of Civic Organizations Foundation

Two research reports published in 2025 have significantly shaped our understanding of non-grant fundraising in Poland. On the positive side, the Klon/Jawor Association’s NGO Capacity Report – published biennially – points to a steady growth in both individual and corporate giving. These sources now account, on average, for more than 25% of NGOs’ budgets, making them the second-largest income stream after public funding.

At the same time, a contrasting picture emerges from a report on donor behaviour published by the Polish crowdfunding platform pomagam.pl. This report identifies the 1.5% personal income tax designation as the dominant form of ‘philanthropy’ in Poland. However, this mechanism should not be considered philanthropy in the strict sense, as taxpayers are obliged to pay this tax anyway. The report also highlights that giving in Poland remains largely spontaneous and occasional, driven more by emotion than by long-term commitment.

Drawing on my practical experience, I would add two further observations. Despite the fact that the populist government lost power two years ago, pro-democratic organisations that have invested consistently in building relationships with individual donors have not experienced a significant decline in funding this year. We are also witnessing a growing trend of micro-donations collected at supermarket checkout points across major retail chains. While this model can generate substantial income for selected organisations, it offers very limited opportunities to build direct donor relationships beyond increased brand visibility.

“The reduction in support from USAID has led to difficult decisions, layoffs, and downsizing of important projects.”

Per Mejlænder Brynning, head of communications, Fundraising Norge

In 2025, many of our members were severely affected by cuts in aid funding, particularly the reduction in support from USAID. This has led to difficult decisions, layoffs, and downsizing of important projects. In times like these, our sense of community is truly tested.

We are also facing challenges in Norwegian politics. The government is considering stopping the delivery of physical mail to people’s home mailboxes. Direct mail is an important fundraising channel for Norwegian nonprofits, and we fear this could have major consequences if potential donors can no longer receive their letters in this way.

The same applies to telemarketing, where there is discussion about whether it should be possible to call donors from regular mobile numbers, and whether everyone calling on behalf of an organisation should be marked or labelled in the same way as fully commercial telemarketing companies.

In addition, we are concerned that the government will lower the tax deduction limit for donations to nonprofit organisations. This amount was halved in 2022, and some parties in the majority block are now considering to reduce it even further. These are issues we are now working hard to prevent, while also striving for greater understanding between politicians and the nonprofit sector, where we also keen an open mind to new incentive schemes.

Heading into 2026, these will continue to be the main challenges faced by the sector in Norway. More positively, there has been a notable increase in revenues among our members, accompanied by a growing recognition of the need for the sector to secure more sustainable financing.

“There has been a stronger push toward collaboration among organisations to reinforce the sector as a whole.”

Fernando Morón Limón, executive director, Asociación Española de Fundraising

In Spain, the most positive developments for nonprofits in 2025 were, first, a growing awareness of the need to fight disinformation, hoaxes, and fake news. The sector is investing more in training and building stronger communication skills, with better tools to connect with the public and explain their causes clearly. At the same time, there has been a stronger push toward collaboration among organisations to reinforce the sector as a whole.

On the negative side, two regulatory decisions have directly affected key fundraising channels. One is a regulation that restricts commercial phone calls; it is still unclear whether this must also be applied to nonprofit fundraising calls, but the uncertainty is already having an impact. The second is Meta’s decision to ban paid campaigns when they involve political or social content. This is already affecting digital communication and fundraising campaigns.

2026 is likely to be another difficult year due to the international sociopolitical climate. In Spain, nonprofits will need to strengthen institutional relations with political, social, and business actors, to highlight both the value of nonprofit work for society and the importance of fundraising as a tool for organisational sustainability and independence. Spain has a very loyal base of supporters, and they should become our driving force in 2026 – active advocates who help communicate the causes and the role of nonprofits more effectively to the wider public.

The major Europe-wide (and international) challenge is figuring out how to carry out communication and fundraising in an increasingly digital world, while recognising that organisations depend on large corporate platforms that set the rules and can limit both independence and core social mission. This is not something any single organisation can solve alone. It requires cooperation among nonprofits and a broader alliance across civil society.

“The momentum behind digital engagement, long-term philanthropy, and cross-sector collaboration feels strong. The question now is how we build on it.”

Ceri Edwards, executive director of engagement, Chartered Institute of Fundraising, and EFA president

Reflecting on the fundraising landscape, it’s clear just how much has shifted — and how much it’s still delivering — despite ongoing economic pressure and changing donor behaviour.

What’s stood out this past year is the creativity and resilience running through the charity and nonprofit sector. In the UK, we’ve seen standout moments of collective generosity, from the London Marathon raising an extraordinary £87.3m, to the Big Give Christmas Challenge reaching a record £57.4m. These moments matter — not just for the income they generate, but for what they remind us about the power of people coming together around causes they care about.

At the same time, the bigger picture is more complex. Many charities are dealing with flat or falling income, fewer regular donors, and increasing demand for services. It’s a tough combination — and a clear signal that innovation, meaningful supporter engagement, and more diversified income strategies aren’t “nice to haves”, but essentials.

The European picture in 2025 was similarly mixed, with nonprofits operating in a challenging environment shaped by rising costs, regulatory change, and pressure on civic space. And yet, many organisations are adapting — rethinking donor relationships, investing in digital, and finding new ways to stay connected to supporters in uncertain times.

For me, 2025 both challenged long-held assumptions about giving and reaffirmed something fundamental: collective action still works. Community still matters. And thoughtful innovation can unlock real impact. As we move into 2026, the momentum behind digital engagement, long-term philanthropy, and cross-sector collaboration feels strong. The question now is how we build on it — and keep unlocking purpose-driven support for the communities and causes that need it most.

“AI offers opportunities to improve efficiency and engagement – but success depends on ethical reflection, team training, and adaptability.”

Anika de Groot, project coordinator, Goede Doelen Nederland

In 2025, direct marketing channels in the Netherlands faced stricter consumer protection rules. Luckily, exemptions for charities on telemarketing and field marketing were secured, but pressure on fundraising channels is rising. Civic space in the Netherlands is also under pressure, with proposed legislative changes that could restrict fundamental freedoms such as the right to protest and access to justice. The EU Transparency and Targeting of Political Advertising regulation (TTPA), intended to strengthen democracy, has had unintended consequences. Major social media platforms now enforce strict rules on paid ads, some limiting nonprofit messaging to such an extent that it’s affecting freedom of expression, donor income, and supporter engagement.

Despite these challenges, the sector continues to adapt and innovate. Private giving among our members grew by 6%, and legacy income continues to rise sharply – providing long-term stability for many charities. This growth has increased demand for proper control over the settlement of bequests. For years, the Dutch Charity Association’s “Legacy Bureau” has enabled organisations to outsource this responsibility to experienced professionals, saving costs and ensuring accurate handling. These developments indicate that, even in a complex environment, individual giving remains resilient and long-term support is expanding.

Looking ahead, three priorities stand out for nonprofits: (1) stronger joint advocacy at the European level, (2) responsible adoption of AI, and (3) diversification of income streams.

New transparency rules and fast-moving technologies will shape how charities advocate and fundraise, making collaboration across Europe more critical than ever. Protecting civic space and fundamental rights remains a shared priority. Meanwhile, AI offers opportunities to improve efficiency and engagement – but success depends on ethical reflection, team training, and adaptability. Finally, senior fundraisers in the Netherlands stress that building a balanced mix of income channels is key for resilience. This requires investment in specialised skills and data, but it pays off: less dependency and risk, stronger donor relationships, and sustainable long-term growth.

“In 2026, regulation and performance will align more closely. Boards will be judged on compliance and impact together, with transparency central to building trust.”

Scott Kelley, chief operations officer, Charities Institute Ireland

2025 was a year of competing pressures for Irish fundraisers. Demand for services remained high while donor capacity tightened. Fundraisers had to work harder simply to sustain income and relevance, and costs rose sharply. The Charities Regulator’s new 2025–27 strategy raised expectations around governance, reporting and transparency. While positive for trust, these changes require time, skills and investment that smaller charities often struggle to resource.

Our Benchmark Fundraising & Data Survey provided vital context. Fundraisers account for 3.5% of staff but generate 23% of sector income — highlighting both productivity and risk. With 60% of organisations having one or no staff dedicated to CRM or reporting, high-performing teams are often operating without adequate infrastructure. In 2025, fundraising became a test of capacity as much as creativity.

A key positive shift was the maturation of data and payments. The EU’s Instant Payments Regulation enabled faster, safer euro transfers with built-in verification, reducing friction at the moment of giving. The CII Benchmark Survey also marked a step-change, providing reliable data for benchmarking income, ROI and workforce structure — strengthening the case for sustained investment in fundraising and digital capability. Additionally, professionalisation continues to advance. Demand for skilled fundraisers, data analysts and governance-aware leaders is rising, and the conversation has moved from whether to invest in fundraising to how to do so more effectively.

In 2026, regulation and performance will align more closely. Boards will be judged on compliance and impact together, with transparency central to building trust. Digital payments, mobile-first journeys and recurring giving will become standard, while talent retention will make training and development a strategic necessity. Across Europe, regulatory and digital acceleration will continue. The EU AI Act and CSRD will raise expectations around transparency, risk and measurable impact, creating opportunities for charities that can deliver credible data. Payments infrastructure will remain a quiet catalyst, reinforcing a future of fundraising built on efficiency, trust and a clearer link between donor intent and real-world impact.

“In a fracturing Europe, nonprofits are the ones that will connect people, causes, and movements.”

Michela Gaffo, president, ASSIF

In Italy, top of the challenges in 2025 were the government’s decisions on funding and budget law. Tax reforms impacted donations, and Italy’s tax-efficient giving scheme (the so-called 5×1000 or 5perthousand) was penalised with a spending cap. Moreover, choices were made to reduce funds for poverty relief, education and healthcare. Only the ‘Servizio Civile Universale’ (an official opportunity to volunteer in nonprofits in Italy or abroad with some government-provided payment) received more funds – but not enough.

Elsewhere, the rise of new technologies such as AI and its use in fundraising activities saw a broader gap developing between nonprofits, with small/medium-sized ones struggling to understand these tools and uncertain about policies.

More positively, I’d point firstly to the evolution of private philanthropy (in quantity and quality). Foundations and philanthropic organisations are working together to grow funding, increasingly through a trust-based approach. Secondly, to the rise of grassroot organisations in public opinion: enabling them to connect people more than ever and to stimulate them to mobilise and give for civil and humanitarian rights.

2026 will be a very tough year. I’m afraid we’ll see more restrictions to democratic and civic space, as well as reduced investment in social and cultural development. Nonprofits will face crucial decisions: to raise their heads and voices, grow and cooperate more than ever, or be reduced to a bare minimum. In addition, old generations of givers are declining, and new generations ask nonprofits to be more relevant in our society. Disintermediation will also rise, giving more space to grassroots organisations and nonformal movements.

More broadly across the continent, in a fracturing Europe nonprofits are the ones that will connect people, causes, and movements. It’s our role, our time.

Main picture by Pixabay

Czech Republic: nonprofits must beware the turning tide

Melanie May — Wed, 14 Jan 2026 11:32:32 +0000

Jana Ledvinová, CEO of the Czech Fundraising Center, reflects on the evolving role of civil society in the Czech Republic, drawing parallels between the authoritarian constraints of the 1980s and emerging pressures today. She highlights how nonprofit organizations, once restricted to ideologically aligned activities, have become independent pillars of democracy, warning against recent government measures that echo past patterns, and calling for vigilance and the active defence of civil society to ensure the hard-won independence and influence of nonprofit organisations is preserved.

I have a persistent sense of déjà vu. The language and reasoning of parts of today’s political representation increasingly remind me of the 1980s. For many of us, that is a period we either did not experience or remember only vaguely. Yet it is worth recalling – especially when old patterns of thinking about civil society are resurfacing in new forms.

Pre-1989 – the reality of living under a totalitarian regime

Before 1989, there was essentially only one official space in Czechoslovakia where civic initiatives and associations could operate: the National Front. Access, however, was limited to organisations that shared and actively promoted the values of the socialist regime. Everything else was pushed into a grey zone or outright dissent – a small, forbidden, and constantly threatened space.

The backbone of the “civil society” at that time was formed by mass organisations controlled by the state: Pioneers for children, the Socialist Youth Union for young people, and the Communist Party of Czechoslovakia for adults. Participation was de facto a prerequisite for civic engagement and often for professional advancement. Alongside these were numerous other associations – firefighters, hikers, amateur theatre groups, nature conservation groups, associations for people with disabilities, and many more. On the surface, the array of associations appeared vibrant and diverse, yet all operated under constant supervision. Secret collaborators were present in every organisation, and each association had to regularly demonstrate that it fulfilled “socialist goals and commitments.”

The totalitarian regime thus created the illusion of freedom of association. People could collaborate, strengthen local communities, maintain traditions, care for the environment, or educate younger generations – but only within strictly defined ideological boundaries. Freedom was permitted, but only insofar as it served propaganda and control.

Images from events of the association Tereza in the 1980s (https://terezanet.cz/english/)

Post-1989 – space for an independent nonprofit sector to thrive

Paradoxically, it was from this environment that a strong and dynamic civil society emerged after 1989. Suddenly, space opened for a truly independent nonprofit sector that could professionally contribute to the development of society. It became clear that nonprofit organisations were neither appendages of the state nor the market, but independent pillars of a democratic system. They can counterbalance centralising tendencies of state power, respond flexibly to people’s needs, and complement the market where it fails.

A fundamental turning point was the ability to finance activities not only from public but primarily from private sources. Fundraising brought nonprofits real freedom – the ability to decide their own direction, professionalise, and grow according to their own vision. Today, tens of thousands of nonprofit organisations demonstrate that civil society can function voluntarily and professionally, with responsibility, enthusiasm, and creativity. It has become a natural, indispensable, and often joyful part of our daily lives.

Now – an insidiously turning tide

It is all the more worrying when the current government starts systematically making life difficult for nonprofits. Proposals to introduce central registers, limit funding for so-called “political nonprofits,” mandatory transparent accounts, and other administrative hurdles strikingly echo the past.

Vaguely defined terms and deliberate ambiguity about who these measures apply to raise fears that the real aim is to silence critical voices and eliminate those who hold views different from those in power. This process is subtle and creeping. It is presented as an effort to save money, maintain order, or increase efficiency so that the public will accept it without resistance. That is precisely why it is dangerous.

This is not only about nonprofits themselves – it is about the level of freedom in society as a whole.

A time for vigilance & active defence

We must not be deceived by the “boiling frog” method. Once we become accustomed to small infringements on freedom of association, it may be too late to resist larger ones. History teaches us where the attempt to confine civil society to a single, centrally controlled ideology leads. We must not allow this path to be repeated.

Jana Ledvinová

Wave photo by Marie Pankova on Pexels

Lessons from Skillshare 2025: how to fundraise in a changing world

Melanie May — Wed, 10 Dec 2025 11:35:36 +0000

The 16^th annual EFA Skillshare and AGA took place in Edinburgh last month, hosted by the Chartered Institute of Fundraising, and taking the theme Fundraising for a Changing World: Power, Purpose and Possibility. Here are the key takeaways.

The event opened with the annual AGA and member workshop. The AGA saw EFA president Ceri Edwards – also executive director of change at the UK’s Chartered Institute of Fundraising (CIOF) – voted in for a second year, and Laurence Lepetit, CEO of France générosités, elected vice president. EFA welcomed two new members to the board: Charlotte Rydh, secretary general of Giva Sverige and previously EFA president, and Giedrė Šopaitė, founder, manager & NGO consultant, Baltic Fundraising Hub; and thanked Paul Laird and Francesca Lucci who stepped down.

The state of civil society: a shrinking civic space

The Skillshare saw fundraising leaders come together across the day to share experiences, data and solutions around the theme: Fundraising for a Changing World: Power, Purpose and Possibility. Setting the scene in his welcome, EFA president Ceri Edwards noted the timeliness of the topic, with a striking 70% of members reporting challenges to civic space in a recent survey, including political attacks on CSOs, restrictive legislation, and curbs on civic freedoms. Funding is also becoming harder to find, and trust and engagement with fundraising is declining.

As a result, one big question is how both individual organisations and the sector can build resilience in this new age. Over the course of the day, some key themes emerged, including the need for new ways of thinking, and alternative models not just for fundraising, but for funding, mobilisation and collaboration. Fundraising, it’s clear, is no longer simply about raising money but defending democracy, and reclaiming power and purpose. Crucially too, support is needed from sector bodies, networks and partners to help nonprofits benefit from the opportunities that exist.

Looking at the future for civil society, Katerina Hadzi-Miceva Evans of the European Center for Not-for-Profit Law spoke about the acceleration of restrictions and attacks on civil society over the past year – in particular cuts in global aid that have impacted more than 50% of total budget and seen a fifth of organisations lose a devastating 70-100% of staff.

Examining how to respond, she said: “If the world is changing, we as organisations have to change. We need new models, strategies and networks. The external environment is challenging for all of us, but we’re less vulnerable if we come together.”

Global lessons: alternative funding models

Willeke van Rijn, Resource Alliance

Willeke van Rijn of the Resource Alliance emphasised that nonprofits in the Global Majority have long navigated many of the pressures Europe now faces, meaning we can learn from them to help move forward. With ODA (Official Development Assistance) cuts and rising authoritarianism now hitting Europe, she urged organisations to explore alternative funding streams that build independence – such as impact and social investment, which are expanding in India and Africa.

“The only way to move forward is to collaborate,” she added. “New funding streams hold lots of potential. Can we get organisations together to explore, test, and help create financial resilience?”

AI: opportunities held back by skills gaps

Technology – from AI to digital channels – also provides ways to bolster resilience. AI offers opportunities, from improved communication, to deeper audience insight, said Dr Marta Herrero, from the Centre of Digital Innovation in Philanthropy and Fundraising, “Yet currently, we’re in a state of stasis, because we don’t have enough people with the capabilities to move forward.”

A recent survey by the centre showed knowledge and skills gaps as the top barriers for 75% and 67% of charities, including at leadership level. “It’s not just about understanding how to use AI, but how to implement it safely in a nonprofit environment,” Herrero added. “We need to step back to see what we must do to help the sector, including how to support leaders to understand how to lead on this.”

Digital mobilisation: rethinking social media

Joshua Leigh, Hynt

Facebook, attendees heard, remains the world’s most widely used digital platform, and despite Meta’s recent changes, offers major opportunities for nonprofits. Keeping it working means shifting from awareness-raising to a mobilisation-first model, said Joshua Leigh, Hynt, and using the platform to build first-party data lists and values-aligned communities. Authentic, timely storytelling is key – meeting people “where they are” on social media and giving them something meaningful to do.

“It’s about working out why you exist and attracting people who share your values, and then making it easy for them to take action and keep in touch,” he explained. “Ask people first if they care, and then to do something – this will bring you email addresses, and with email no one controls that message but you.” The more authentic the story and images, the better: UK housing and homelessness charity Shelter, for example, Leigh shared, has responded to hot temperatures with posts during heatwaves on why it exists that are relevant to this situation.

Building resilient fundraising: what high-growth organisations do differently

Fundraising as a whole can be bolstered to bring in more income that strengthens organisational resilience. Alan Clayton and Annemarie Devlin of Revolutionise shared the characteristics of organisations achieving strong fundraising growth.

Great fundraising organisations, they said:

Define the problem they’re there to solve and use that to articulate their unique purpose
Use their purpose as the reference point for decisions, setting targets based on long-term (10-year) goals
Recognise donors’ fundamental need to solve problems – meeting that through the art of fundraising
Operate as two interconnected businesses (donors and fundraising / services and service) with one mission
Lead with both rational and emotional intelligence
Have boards that value donors, fundraising, and long-term investment

Alan Clayton, Revolutionise

“When leadership recognises that the only reason to give money is to solve a problem, fundraising accelerates, and when purpose is boss, you can get through the biggest block to fundraising, which is ego and fear,” said Clayton.

Emerging & underused income streams

Exploring and testing new ways of giving and fundraising is just as important for resilience building, and emerging and underused income streams were also discussed. Malcolm Fleming from the Association of Charity Lotteries in Europe (ACLEU) highlighted the €10bn annual potential for charity lotteries in Europe, with €1.5bn already being raised each year.

“Lotteries support a wide range of charities from small community groups to large nationals with mostly unrestricted, long-term funding – and the sum raised has been increasing year on year for the past 15 years,” he said. “People come for the prizes but stay for the charity.”

Emily Grint from Legacy Futures emphasised the scale and emotional power of in-memory giving – another sustainable and valuable source of income that can also be overlooked. In the past year, she said, 33% of UK adults, 30% of German adults and 14% of Dutch adults have donated in memory of a loved one, adding: “If you think in-memory giving is just a tiny proportion of the income you’re receiving, it’s probably hidden in your data because it can take so many different forms – from buying a pin badge to taking part in or running an event.”

In-memory supporters are also three times more likely to leave a legacy than standard regular givers, according to Legacy Futures research. The key to developing a relationship beyond that in-memory gift is understanding the supporter’s motivation and reflecting this meaningfully in communications.

L-R: Paul Laird. Malcolm Fleming, Emily Grint, and Zuzana Suchová

Zuzana Suchová of Donio demonstrated how crowdfunding can channel anger into solidarity, support democracy and combat misinformation. Using humour, storytelling and the 30-30-30 rule to enlist influencers’ support in multiplying voices and donations, Donio campaigns have sparked extraordinary mobilisation – such as raising €500,000 in 48 hours for independent Slovak media.

“Humour provokes emotion, and anger mobilises action. Both inspire solidarity. We can use these platforms to make a difference,” said Suchová.

The power of data: philanthropy mapping in Europe

And let’s not forget data – another valuable tool for bolstering resilience. The European Research Network on Philanthropy (ERNOP) is soon to release Europe’s most comprehensive philanthropy mapping to date. Data on philanthropy is essential because organisations need to be evidence led, said ERNOP’s Barry Hoolwerf. It helps nonprofits stand up to scrutiny, to prove that strategies are effective, and secure buy-in. “Data on philanthropy is important for transparency and accountability, for voice, legitimacy and policy influence. Data is what any sector needs to be taken seriously, and to drive it forward,” he commented.

A sector moving forward together

And this is what 2025 Skillshare was about – supporting and moving the sector forward at a time of intense challenge and change. The day showed a wealth of opportunities – existing and emerging – from new financial models to technology, data and collaboration. It underscored too the crucial role for those supporting the sector: in raising awareness of the possibilities, and providing what nonprofits need in terms of information, training, networks and more to enable take up, and to strengthen that crucial resilience.

Thank you

An enormous thank you to this year’s speakers and participants, and to the Chartered Institute of Fundraising for hosting the event – including CEO Katie Docherty’s excellent walking tour of Edinburgh. Next year’s Skillshare and AGA will be held in Leuven, Belgium, on 19 – 20 November, kindly hosted by Fundraisers Belgium.

Delegates outside Edinburgh Castle

Sanna Kotiranta: “DEI Turncoats” – Defending diversity when it’s out of fashion

Melanie May — Wed, 10 Dec 2025 11:30:58 +0000

Advisor on global communications at Väestöliitto, Sanna Kotiranta shares how the Finnish CSO’s DEI Turncoats campaign confronted the concerning trend of companies abandoning DEI programmes – raising awareness, sparking discussion, and advocating for inclusion.

When global corporations began quietly reversing their diversity commitments, at Finnish civil society organisation Väestöliitto, we decided to make the silence visible with fashion. In mid-2025, we launched a thought‑provoking campaign called the “DEI Turncoats”: a conceptual online store selling reversible ‘turncoat’ jackets resembling the visual identities of companies retreating from their DEI (Diversity, Equity & Inclusion) principles. Each jacket visualised how fast values can flip, reminding that equity should never go out of style.

The initiative was created pro bono with communications and branding partner United Imaginations. Together, we set out to confront this worrying global trend that, in Väestöliitto’s view, had received far too little attention in Finland. The message was clear: equity is a human right, not a seasonal accessory.

Background and objectives

Across the world, companies once celebrated for their DEI programmes began scaling them back as political winds changed. In recent years, DEI has become a core component of many companies’ value statements, leading to strategies, working groups and recruitment programmes. Just as quickly, however, these initiatives are now being reduced or cancelled. Yet in Finland, the discussion has remained muted.

For Väestöliitto, whose mission is to advance equality, sexual rights and inclusion both nationally and internationally, this silence was alarming. The campaign set three goals:
1. Raise awareness that DEI is under global threat and that abandoning it cannot be an option.
2. Spark public discussion around corporate responsibility and the moral weight of equity, even when it’s no longer “in fashion.”
3. Reinforce Väestöliitto’s position as a credible, outspoken advocate for inclusion — and invite donations to its international human‑rights work.

Creative idea and execution

At the centre was a conceptual online store selling “turncoats.” The reversible jackets carried two messages:
– Outside: “DEI is out.”
– Inside: “DEI is in.”
The typography and design playfully echoed real‑world corporate identities; close enough to feel familiar, distant enough to stay legally safe. Clicking to add the coat to your cart didn’t lead to a purchase but instead prompted a donation to our international work for equity.

The campaign aesthetic borrowed from high‑end fashion: striking product photography, minimalist layouts and a tone of polished provocation. The idea extended beyond digital:
• Outdoor advertising appeared in four Finnish cities (OTC ≈ 6.6 million).
• Two jackets were displayed in a Helsinki fashion‑store window, stopping passers‑by.
• And in a bold surprise appearance, the DEI Turncoats showed up at the Finnish Fashion Awards, inserting a human‑rights statement into Finland’s most glamorous stage.

Social media activity continued for nearly two months, with the strongest push during the first two weeks. Väestöliitto’s own channels reached over 209,000 people, and influencer collaborations (all pro bono) extended reach by another 85,000. The campaign also ran in Voima magazine, Finland’s largest cultural publication, and achieved 1.01 million earned‑media reach both nationally and internationally.

Results and impact

Advocacy was always the primary objective, with the donation path intentionally symbolic. The campaign generated widespread debate in social media, business circles and mainstream press, questioning how quickly corporations change their stance on equality.

• Social reach: ≈ 510 000 views / 209 000 unique reach
• Influencer reach: ≈ 85 000 (pro bono)
• Outdoor contacts: 6.6 million
• Media reach: 1.01 million
• Media ROI: 1 864×

Väestöliitto gained new credibility and corporate contacts, positioning itself as a fearless, relevant voice for equality and proving that an NGO can challenge global brands with wit and style.

Learnings

The campaign showed how creative provocation can serve advocacy, when used authentically and in line with an organisation’s core mission. Because Väestöliitto is fundamentally about human rights, equity and inclusion, the campaign’s core message didn’t feel like a “stretch product” but a natural expression of its mission, even though this style of campaigning was new to the organisation.

Still, provocation in fundraising requires precision. It can spark conversation but must not confuse or alienate potential supporters. In this case, the balance worked: controversy invited dialogue, not backlash.

“The campaign wasn’t just about donations,” says Elina Korhonen, Director of International Affairs at Väestöliitto. “It was about credibility. If diversity and inclusion are the first things cut when budgets tighten, what does that say about the real weight of corporate responsibility strategies?”

Sanna Kotiranta

About Sanna Kotiranta

Sanna Kotiranta is an advisor on global communications at Väestöliitto, where she leads and develops the organisation’s global communications. Sanna also supports Väestöliitto’s fundraising especially related to its international work on sexual rights and equity. Sanna joined Väestöliitto in 2018 and has previous work experience in sexual rights from the Finnish NGO field. Sanna has a master’s degree in social sciences, majoring in international politics and a minor in development studies. Sanna is also a sexual counsellor.