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.”

(c) Sima Prodinger

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

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

Civic space is being eroded across Europe, and with this civil society is increasingly under attack. Threatening the foundations of democracy, this crisis is unfolding against a global backdrop marked by rising inequality, wars, and the escalating impact of climate change. At the same time, we see the rise of the far-right, nationalism, and polarisation, truth becoming harder to discern, and nonprofits being portrayed as ‘agents of evil’. To survive, civil society must regroup, and rethink strategies to find ways of responding to these new and challenging realities.

Here’s some inspiration, with six key takeaways from EFA’s recent European Fundraising4Democracy Tour.

1. Turn crisis into opportunity

Some nonprofits are successfully turning attacks into opportunities, using them to mobilise supporters and open doors. For example, Greenpeace International has been targeted by multiple SLAPPs (Strategic Lawsuits Against Public Participation) from oil giants. It’s used these attacks to rally support, with a responsive global campaign team and centrally produced fundraising and mobilisation materials that can be adapted locally helping Greenpeace organisations raise millions and strengthen solidarity. Consequently, it’s currently using the EU’s new anti-SLAPP law to challenge one oil giant, Energy Transfer, in the Dutch courts.

“We’ve aligned our fundraising with the spikes of public attention that come with the big verdicts and media coverage, and by combining those earned media moments with rapid, coordinated fundraising, we’ve seen the strongest engagement,” said Global New Supporters & Fundraising Lead Russell Harvey. “Every SLAPP, every attack, is meant to silence us, but we’ve shown that people power can turn intimidation into fuel. When we’re under attack, our movement doesn’t shrink, it grows stronger.”

2. Mobilise & build momentum

Successful campaigns share four key traits: a clear call to action, resonant storytelling, collaboration, and tangible goals. As Rally’s Paul de Gregorio said: “To combat the threats we all face, we need to be able to inspire action from as many people as possible. One way to do this is to focus heavily on our target action, to think about how we can create entry-level actions that appeal to a broad set of people with values in common.”

Finland’s first large-scale Women’s Day March in 2025 saw three feminist NGOs collaborate, led by Finnish Women’s Association Unioni. Uniting people to fight the gender backlash, they inspired action by drawing on changes taking place under the Trump administration and sharing stories of surviving harassment. Aiski Ryökäs, Finnish Women’s Association Unioni, said: “This took place when Google had removed dates like Women’s Day from its calendar. We tapped into this with messages like ‘you can erase calendars, but you cannot erase a movement, are you with us?’, and worked our socials to build this idea of a movement and build the momentum.”

Combining the three NGOs’ resources and ensuring a strong social media presence helped achieve reach and engagement. Over €16,000 was fundraised in just over a month for the march, while 131 organisations and 10,000 people took part.

Similarly, the ‘Slovakia is Europe’ movement mobilised 100,000 people in 50 cities and raised €220,000 by turning frustration against the Fico government into collective action. The key to this movement’s success was showing people that together, their individual actions had a big impact. “Instead of weakening us, attacks open doors – to greater media reach, invitations to protest. We have something stronger than fear: trust, vision and support,” noted Lucia Štasselová, Peace for Ukraine Civic Association.

3. Turn short-term action into long-term support

Attacks on democracy can spark waves of public support that result in ‘revenge giving’. But this surge often fades as emotions cool, particularly when donors are motivated by a cause rather than a specific organisation.

Some Polish NGOs working on democracy, human rights, and minority support have successfully transformed this short-term momentum into steady, long-term support. Andrzej Pietrucha from Fundacja Akademia Organizacji Obywatelskich (FAOO) explained how: “It requires clear systems and processes to collect donor data with proper consents and to encourage regular giving; and defining the problem your organisation addresses in the long run. It’s very important to frame the cause beyond one emotional moment.” Poland’s Batory Foundation achieved this with a clear message: “If you support the foundation, you support democracy.” This framing helped them turn an initial investment of under €22,000 into an annual return of €440,000–€550,000.

Encouraging longer-term support also requires relationship building, as ComingOut discovered when it launched a storytelling campaign to share the lives of LGBTQ+ people in Russia. The campaign reached 700,000 people but collected just €280, with ComingOut’s Georgy Kalakutskii noting, “We learned that fundraising takes time. It’s about building a lasting relationship with the audience. You’ve got to build a foundation, to make sure that people know and understand you, and only then start asking for money and other input.”

4. Shift from defence to vision

Activism is often about reacting, but there must also be a focus on driving longer-term positive change. Civil society needs safe spaces to imagine these new possibilities. Unhack Democracy’s REWIRE incubator in Hungary is doing just that – leveraging the collective wisdom of citizens, and using neuroscience, art, and entrepreneurship to help activists move from defending democracy to reimagining it.

“There can be no change without a new mindset and radical imagination. We need to break the rules like artists and build a new system like entrepreneurs because we cannot just keep fighting for the status quo of democracy as it is,” said Unhack Democracy’s Zsofia Banuta. “By 2030, we aim to help 100 nonprofits in Europe activate 1 million citizens to become engaged community members and resources of intelligence, imagination, and money for democracy.”

Projects incubated by Unhack Democracy in 2025 include Impossible Conversations – a workbook for navigating difficult dialogues, and CrossCover – a cultural collective tackling social issues.

5. Inspire participation & engagement

When budgets are limited, nonprofits must find creative ways to activate interest and participation. Social media amplifies calls to action and inspires support as shown by the Finnish Women’s Day March and Slovakia is Europe. Other successful strategies include using humour, influencers, and authentic voices: as used by Slovakia’s Donio platform in campaigns that have successfully raised over €2m for Ukraine, and over €46k in support of the Slovak Media Monitor. “We can use humour to build emotional connection and to fight misinformation, and public figures to help draw attention. We can also ask influencers to multiply our voice and donations,” said Donio’s Zuzana Suchová.

It also pays to think laterally. Familiar fundraising methods like crowdfunding can bring in more than donations – providing a route to building awareness, trust, and participation. “Crowdfunding is a way for us to engage and activate, to build awareness about a topic or project, to fund projects – and to do it all transparently,” said Valeria Vitali, Rete del Dono.

6. Build resilience & sustainability

Restrictive laws, reduced funding, and challenging environments make bolstering organisational resilience and sustainability essential. Diversifying funding, forming new partnerships, and working with supporters and beneficiaries helps with both.

While some funding streams are shrinking or disappearing altogether, significant opportunities remain – including through foundations abroad that support democracy and make funding available to organisations operating elsewhere. “Don’t rely solely on local funding,” said Erik Detiger, Philantropia BV. “There are 200,000 foundations in the US and 170,000 in Europe – plus many more worldwide. Some fund democracy, and it doesn’t all stay in-country. This international perspective can provide security – funding from other countries may not be as easy to influence by the government where you work.”

Partnerships and alliances are vital for amplifying collective influence and providing protection and legitimacy. By working together – pooling expertise, resources, and advocacy power – CSOs can strengthen their collective voice and resilience against political or financial pressure. Detiger added: “Not only is there strength in numbers but what’s also important is the protection this offers – partners can provide a shield.”

Listening to donors, and co-creating projects with supporters and beneficiaries from the outset also brings better results. This approach transforms project ideas into impactful movements that attract donor and community support as well as funding, build relevance, and strengthen democracy from the ground up. “Deliberative processes lead to stronger decisions and greater legitimacy, so we need real listening, co-creation, and to show results,” said Eva Mejtová, GrantHub. “Then participation becomes real, and outcomes last.”

The way forward

As the world changes, so too nonprofits have to change. This means restructuring the narrative to nonprofits as defenders of solidarity, democracy and human rights. Fundraising can no longer be just about raising money – now it’s about empowerment, and strengthening organisations, especially the small, the marginalised and the emerging.

By necessity then, nonprofits must also become more political: to campaign for democracy and rights, and defend truths under attack.

“Democracy is easier to defend than to rebuild once destroyed,” said Martin Georgi, Deutscher Verband Fundraising. “Civil society must regroup, respond and reimagine itself in order to empower people, sustain organisations, and defend democracy. We are all facing a situation where we need to think anew. It’s time to take on new tasks and challenges, to find new people, partners, and techniques to strengthen fundraising as a method not just to raise money, but to empower organisations.”

For more insights and actionable takeaways from EFA’s European Fundraising4Democracy Tour, catch up with the presentations here.

Picture by Derek French on Pexels

What makes a fundraising campaign stand out to experts in the field? To showcase some of the best campaigns around Europe, we asked fundraising specialists from seven countries to share a campaign that they deem worthy of notice and to explain why.

Providing insights into successful fundraising campaigns from around Europe are: Austria, Finland. Norway, Poland, Spain, Sweden, and the UK.

What stands out among these campaigns is their authenticity, and the ability to communicate often difficult messages through excellent storytelling that resonates. Some are praised for their innovative approaches and creativity, others for their targeting, but all of them do the fundraising basics well.

Here’s what our experts chose.

Austria: A legacy campaign that radiates authenticity

Chosen by: Benjamin Zessner-Spitzenberg, legacy fundraiser, Doctors Without Borders / Médecins Sans Frontières Austria

Benjamin Zessner-Spitzenberg

One of the most noteworthy legacy fundraising campaigns from Austria in the past year comes from the NGO Jugend Eine Welt. It is the first time that an Austrian organisation has launched a legacy campaign with dedicated billboard advertising – an innovative and courageous step in a field where public visibility is still rare.

The campaign used a multichannel approach: large-scale posters in public space, a print campaign, a YouTube Clip, etc. At its centre is the well-known Austrian actress and long-time supporter of charitable causes Chris Lohner, whose presence lends authenticity and trust.

The message is simple and memorable – “Das letzte Hemd hat keine Taschen” (“You can’t take it with you”). Legacy giving is becoming more accepted in Austrian society, but it remains a sensitive topic. That’s why it’s so remarkable that Jugend Eine Welt invested both budget and courage to bring it into the public eye in such a direct and visible way.

What I personally admire is the warmth and authenticity it radiates. Chris Lohner, who has been a familiar face in Austrian media for decades, lends not just her face, but her personal story: “I’ve been very lucky in life – and I want to give something back.” This human connection, combined with clear messaging and multi-channel rollout, makes the campaign a benchmark for legacy fundraising in Austria.

The campaign also won the Austrian Fundraising Award 2024 in the category “Fundraising-Spot of the year”.

More information (in German) here.

_____________________________

Finland: Successful handling of a difficult topic

Chosen by: Tessa Robertsson, communication & advocacy coordinator, Finnish Fundraising Association

‘The HERitage campaign, launched by the International Solidarity Foundation in collaboration with United Imaginations, tackles an extremely sensitive and difficult issue: female genital mutilation (FGM). The task was to create a marketing strategy that made this distressing issue approachable without being overwhelming, while also avoiding the pitfalls of exploitation or victimhood.

A key innovation of the campaign was the rebranding of donations under the concept of “Liity väkeen” (Join the Cause). This reframing meant that donors were not just giving money, but joining a collective, proud movement working to end violence. This subtle yet powerful reframing helped balance the need for sensitivity with a call to action that felt both impactful and inviting. The campaign also managed to take a highly sensitive and international topic and make it relatable, demonstrating that tackling global issues requires thoughtful, empathetic communication.

The success of The HERitage campaign lies not just in its execution but in its results. It was awarded Finland’s Fundraising Act of the Year for its brilliant handling of a difficult subject. The campaign’s judges praised its nuanced approach, balancing the sensitivity of the issue with a clear and direct message. Despite the international scope of the issue and its emotional weight, the campaign reached its audience in a way that resonated deeply, proving that when done correctly, difficult conversations can not only be had but can also lead to powerful, meaningful action.

_____________________________

Norway: A campaign that has created one of fundraising’s strongest brands

Chosen by Per Mejlænder Brynning, head of communications, Norwegian Fundraising Association

The Pink Ribbon Campaign from the Cancer Society and the Breast Cancer Society was the winner of Fundraising Norge’s 2025 Campaign of the Year, and unusually, holds this title for the second year in a row.

In choosing it once again as the country’s top campaign, the jury said:

“It is inspiring and impressive to see how this year’s winner has developed into one of fundraising’s strongest brands – with which private individuals, business and contributors want to associate themselves. This in a way that contributes to creating strong fundraising results and, not least, attention to an important cause.

“This campaign has become an institution that the vast majority of Norwegians are familiar with and want to support. The campaign has a clear message that touches and creates broad engagement through various ways of activating the audience.

“It is also capable of renewing itself, and has for many years grown and become a role model for us who work with campaigns, both with regard to the campaign’s vital message and enormous fundraising effect. But also because the scope of the campaign has made it almost unnatural for the business world not to join the campaign. Every year in October we see pink washing up liquid, pink drink bottles, pink shopping bags, pink groceries and not least pink bows.”

Read more: Head of the Pink Ribbon Campaign, Marit Sophie Egge shares her insights into what makes this long-running campaign continually successful year after year in her article for Fundraising Europe here.

_____________________________

Poland: An exemplary model of effective crisis fundraising

Chosen by: Agata Wiencis, vice president of the Polish Fundraising Association and fundraiser at Compassion in World Farming

Agata Wiencis

The NaRatunekPowódź (FloodRescue) fundraising campaign, initiated by the Polish Red Cross (Polski Czerwony Krzyż), is an exemplary model of effective crisis fundraising. Thanks to a well-prepared crisis communication strategy, the organisation was able to launch the campaign immediately after the catastrophic floods that hit Poland in the autumn of 2024. Their readiness to act before the scale of the disaster was clear, enabled them to quickly mobilise their resources and engage donors, raising over PLN 3.7 million for the affected communities.

One of the key strengths of the NaRatunekPowódź campaign was its consistent communication with both donors and the media. The Polish Red Cross provided regular updates (twice a day at the beginning of the campaign) on the ongoing relief efforts, ensuring transparency and building trust with their supporters. By sharing verified, real-time reports from the affected areas, they ensured credibility and encouraged continued engagement with their audience.

I was impressed not only with the Polish Red Cross’ ability to launch the campaign as soon as the first floods hit and provide real-time updates, but also with the way they kept donors informed about the ongoing needs of flood victims in the months following the disaster. They emphasised that recovery is a long process that requires sustained support and reported transparently on how funds were being used, for example, to provide financial support to families and to equip damaged facilities. This meticulous approach ensured the campaign’s continued relevance beyond the initial spike in donations and made it a long-term success.

_____________________________

Spain: Significant impact in a challenging fundraising context

Chosen by the Spanish Fundraising Association, and submitted by Alicia Lobo Casero, head of communication & content

The campaign we propose is “Punto y Final“, developed by Fundación Unoentrecienmil, an organization dedicated to promoting research projects for the full cure of childhood leukaemia. This initiative was awarded the Gold Award for Best NGO Campaign at the Eficacia Awards 2024.

The objective of the “Punto y Final” campaign was to mobilize society to foster research and achieve the complete cure of childhood leukaemia. The audiovisual piece, starring Blanca Suárez and Luis Tosar, directed by Santiago Zannou, presents a scene set in 2035, imagining the eradication of the disease. The project was produced by Lobo Kane and featured music by rappers Ambkor and Chojin.

At the end of the sequence, the credits included the names of people who collaborated with the foundation, expanding continuously as more people joined.

The campaign had a significant impact and was amplified through its presence on El Hormiguero, outdoor advertising platforms, media support, and social media.

In the first 48 hours, nearly 29,000 people signed the campaign, with 38% of them joining the credits.

“Punto y Final” is a clear example of how a well-planned strategy and a powerful narrative can generate an impact on society and fundraising.

1. Innovation in storytelling: Setting the story in the future, visualizing the eradication of childhood leukaemia, creates a strong emotional connection with the audience. Including the names of supporters in the credits fosters a sense of community and commitment.
2. Successful multichannel strategy: Despite the decline of multichannel campaigns in the NGO sector in Spain, this initiative achieved remarkable visibility across TV, outdoor advertising, and digital media, maximizing its reach.
3. Support from influential figures: The participation of renowned actors and highly influential musicians amplified the campaign’s media impact.
4. Long-term conversion: Beyond initial visibility and engagement, the campaign successfully transformed interest into ongoing support, significantly increasing the foundation’s donor base.

In recent years, the number of multichannel NGO campaigns in our country has declined, making this campaign stand out for achieving a significant impact in a context where gaining visibility is increasingly difficult. Its appearance on a top-rated Spanish TV show like El Hormiguero allowed it to reach a mass audience and amplify its message.

_____________________________

Sweden: Simple & emotionally resonant tactics that mobilized unprecedented support

Chosen by Paul Ferris, head of campaigns, Reform Society

Paul Ferris

Sometimes, the simplest ideas are the most powerful. Ahead of the three-year anniversary of the invasion of Ukraine, Sweden for UNHCR wanted to reconnect with the donors who had shown strong support when the war first began in 2022.

Together we created the Stand with Ukraine campaign, which centred on a heartfelt act of solidarity – signing a digital card addressed to the people of Ukraine. This small but meaningful gesture served as the entry point to deeper engagement.

After signing, supporters were invited to answer a few short questions about the importance of UNHCR’s work for refugees – followed by a call to donate. By first asking for a simple action, and then inviting a more substantial contribution, a remarkable number of signers converted into donors.

Originally designed as an email and SMS campaign targeting Sweden for UNHCR’s existing supporter base, the campaign went on to outperform more traditional direct-to-donate ads in paid digital channels as well.

Following the campaign launch, world events and new political realities drew renewed attention to Ukraine around the world – and in Sweden. Interest in the campaign surged over the course of just a few hours. We quickly scaled up digital advertising – and over just a few days, thousands of new donors joined at an impressively low cost per acquisition.

Now, Sweden for UNHCR is working to deliver the card and over 100,000 messages of hope and solidarity to UNHCR’s help centers across Ukraine – as well as integrate all of these new supporters into their donor community. The success of this campaign shows how simple and emotionally resonant tactics can mobilize unprecedented support – when an organization is ready and able to move quickly.

_____________________________

UK: A legacy campaign that achieves cut-through in an increasingly competitive marketplace

Chosen by Hannah Wallis, fundraising strategy director, WPNC

Hannah Wallis

The ‘Great Wealth Transfer’, a massive intergenerational shift of wealth in the UK, is projected to reach £5.5tn by 2050. It’s a huge opportunity for legacy marketers to persuade Baby Boomers to donate to charity while they decide how to pass money on, with one eye on inheritance tax efficiency. At present 7% of UK Wills are charitable but as more and more charities realise the value of legacy marketing, the challenge becomes how to cut through in an increasingly competitive marketplace.

Oxfam’s “Stay in the Fight” campaign does this well. In the ad, protestor Edith tells her grandchildren about her past exploits and a desire to continue to support causes that are close to her heart, via her Will. With this work the charity demonstrates it really understands its audience and their motivations. Oxfam has focused on what’s unique about them and taken the risk of only speaking to that insight, rather than targeting the more generic 55+ legacy audience. The charity is backing a specific niche with an activist attitude, with the thought behind this strategy being better targeting means more effective marketing.

Anecdotally, the campaign (also running across out of home, press and radio ads) seems to be performing well even though it breaks some traditional fundraising rules. A targeted and disruptive approach – a refusal to play things safe – is creating a powerful connection with a legacy audience. And that’s a must because this growing area will only become more competitive.

2024 saw nonprofits across Europe responding to ever rising costs and demand for services against a backdrop of challenge – and opportunity. Falling donations and supporter numbers, as well as staff workload and wellbeing were also areas of concern, while more widely, elections in countries including the UK, Ireland, and France, as well as in the EU parliament (and Slovakia in 2023), saw in some cases a concerning drift to the right.

Civic space also continued to shrink – including, as we reported in November, in the Netherlands. At the same time, the continuing war in Ukraine, Israel’s invasion of Palestine, and the climate, to name just three crises, had their own impact: including on costs, fundraising and service provision.

On the technology side, AI became much more present, and with it the task of learning how best to use it – ethically and responsibly.

Last April, the Nonprofit Pulse 2024 report, produced in partnership with the Chartered Institute of Fundraising and Salesforce, delved into how nonprofits were already responding to many of these issues, which included through further digital development, and greater collaboration with other nonprofits.

To gain more insight into what impacted nonprofits around Europe, both positively and negatively, in 2024; and the opportunities and challenges coming up in 2025, in individual countries and Europe-wide, we asked fundraising associations across the continent to share their thoughts.

Here are some insights from Belgium, the Czech Republic, Finland, Ireland, UK, Slovakia, and Spain.

Jeroen Brugge

Belgium: “Flexible and high-quality fundraising will make the difference.”

Jeroen Brugge, treasurer, Fundraisers Belgium

“Economic, social and political uncertainty are at the top of the list of fundraising challenges in 2025. Available resources will come under increasing pressure while costs will continue to rise. Budget cuts by governments, rising inflation and uncertainty among donors will probably be the main driver of these rather challenging developments. On the other hand, this obviously also creates opportunities for fundraising organizations that can adapt to a rapidly changing world. Flexible and high-quality fundraising will make the difference.

“2025 may simultaneously also be the year where private fundraising and fundraisers may finally leave their dark caves in many organizations to take the place they deserve. The scarcity of available resources will only increase the search for new revenues in the private market and by extension the need for professional fundraising. This also implies that even more work needs to be done at an accelerated pace to professionalize fundraising and build expertise. The importance of quality training and learning networks among fundraisers will be essential. Governments can give this development a strong, financial push by valuing and supporting the development of expertise.

“Last but not least, the need for data-driven fundraising will become even more important than it already is. Qualitative data management but especially analysis will more than ever lubricate the engine that keeps the fundraising machine running, and determine the direction for future investments. Efficient and useful measurement tools will be indispensable in this regard but the search for (affordable) competence will also present organizations with tough challenges. Of course, we can’t ignore the AI applications that are also entering the fundraising landscape in an irreversible way, but it will still be the fundraisers with profound expertise who will deliver the best results. Get the basics right and done remains the credo in 2025.”

Jana Ledvinová & Jan Kroupa

Czech Republic: “The biggest challenge lies in fostering unity among civil society actors.”

Jana Ledvinová, CEO and co-founder, & Jan Kroupa co-founder and senior expert, Czech Fundraising Center

“In 2024, the Czech nonprofit sector experienced significant developments that reshaped its landscape. Public institutions, including orchestras, galleries, and universities, began to actively embrace fundraising. Many well-known Czech brands made their first steps in establishing fundraising programmes – some with great success, such as running impactful donor campaigns, while others cautiously explored this new territory, testing ideas and building capacity. This influx of new players into the philanthropic market is transforming its dynamics, fostering innovation and competition. Simultaneously, digital fundraising platforms gained traction, offering nonprofits new opportunities to connect with donors. However, challenges such as transparency concerns and shrinking civic space continued to demand attention, pushing the sector to prioritize advocacy, collaboration, and professionalism.

“This year, the Czech Republic will face critical opportunities and challenges, particularly with the upcoming parliamentary elections. A key opportunity lies in how effectively civil society organizations position themselves as vital stakeholders in safeguarding the country’s democratic values. This will require strong advocacy, public engagement, and collaboration across the nonprofit sector to demonstrate their role in ensuring transparent governance and citizen participation. The challenge will be navigating a politically charged environment that may impact funding, public perception, and operational freedom for nonprofits. Maintaining a focus on professionalism and public trust while advocating for democratic principles will be essential to capitalizing on the opportunities and mitigating potential setbacks during this pivotal year.

“The overarching challenge for nonprofits across Europe in 2025 will be navigating a landscape marked by escalating tensions and the erosion of democratic values. The war is on – both metaphorically and literally – as pluralism, respect, and tolerance face increasing threats from populist and extremist movements across the continent. The stakes are undeniably high, and the biggest challenge lies in fostering unity among civil society actors. European civil society organizations have struggled to speak a common language and form a cohesive voice, limiting their ability to effectively counter these rising threats. The opportunity ahead lies in coming together as a united front, learning how to collaborate across borders, and advocating for shared values in a way that resonates broadly. Achieving this could redefine the role of nonprofits as defenders of democracy, human rights, and social cohesion across Europe.

“This period also brings a chance to harness growing awareness of social justice and environmental issues, leveraging these to drive engagement, solidarity, and philanthropy across a fragmented Europe. However, the ability to seize this opportunity depends on the sector’s capacity to unite and innovate in the face of adversity.”

Pia Tornikoski

Finland: “More collaborative initiatives and campaigns to achieve funding goals.”

Pia Tornikoski, secretary general, VaLa

“In Finland, 2024 saw a significant decrease in public funding that was expected to affect fundraising efforts. On the other hand, however, for the first time the annual charity survey showed that expected income from private funding sources was estimated at more than one billion euros, nearly double that of 2021.

“In 2025, the biggest opportunity to promote individual giving will be the initiative to reform the national tax deduction system for monetary donations. The project should be finalized during the year and take effect at the beginning of 2026. As a fundraising association we will expect to have an important role in the process.

“Across Europe, rising costs in 2025 will continue affecting the sector’s operational, governance and fundraising costs as well as people’s capability to donate money. The nonprofit sector could be expected to do more collaborative initiatives and campaigns to achieve their funding goals.”

Scott Kelley

Ireland: “Opportunities exist to strengthen collaboration across borders and sectors.”

Scott Kelley, chief operations officer, Charities Institute Ireland

“The most significant development for Ireland’s nonprofit sector in 2024 was the dual pressure of increasing demand for services and escalating operational costs. On the positive side, the general election reaffirmed a political commitment to stability and centrist policies, with no significant influence from right-wing populism. This stability provides a foundation for long-term planning in the charity sector. However, the government’s reliance on charities to address systemic issues such as homelessness, poverty, and displacement remains a point of contention, as it lacks adequate recognition of the sector’s role and value. There is a pressing need for government commitments to sustainable funding to ensure the sector can meet these growing demands effectively.

“2025 will be pivotal as the charity sector faces the dual challenge of addressing immediate crises while advocating for a shift in how it is perceived and supported. Recruitment and retention of staff will be critical, mainly as the sector competes with other industries offering more lucrative and less demanding roles.

“The most significant opportunity lies in changing the narrative around giving. By prioritising impact over administrative costs, charities can engage donors and stakeholders in a more meaningful dialogue about the value they deliver. Enhanced governance and transparency, already strong in Ireland, can further solidify trust while shifting the focus to the transformative change charities provide.

“Across Europe, charities face the increasing complexity of addressing global issues like climate change, conflict, displacement, and inequality while navigating local political and economic landscapes. The challenge lies in balancing short-term humanitarian needs with long-term systemic solutions. Opportunities exist to strengthen collaboration across borders and sectors. By leveraging shared technology, best practices, and funding opportunities, nonprofits can achieve a more significant impact. Additionally, the sector can assert itself as a critical partner to governments in tackling intractable problems, positioning itself as indispensable rather than auxiliary. To meet the challenges, the European charity sector must collectively embrace innovation, build resilience, and advocate for recognition as a vital force for solving humanity’s most pressing issues.”

Ceri Edwards

UK: “The challenge for all charities is making sure their fundraising remains relevant to current and future donors.”

Ceri Edwards, executive director of change, Chartered Institute of Fundraising, & EFA president

“The UK’s general election last July saw one of the most significant political changes in the last decade, with a new government and over 300 new MPs. Prime Minister Starmer has underlined his party’s commitment to reset the relationship between government and charities, so together they can realise shared goals and common objectives, whilst maintaining the sector’s independence. In fundraising, policymakers are already starting to engage more closely with charities and explore opportunities to grow giving, and our CEO was recently invited to attend a Ministerial Roundtable to develop a place-based philanthropy strategy that aims to encourage wealthier people to support charitable causes in deprived areas. 

“Looking forward, harnessing the potential of AI continues to be both a big opportunity and challenge for many fundraisers, and in 2025, we will likely see more charities start to explore how it can help them improve efficiency and ultimately raise more money. Whilst this is a positive move, given how new AI is to fundraising, there are still many questions which we don’t have the answer to – could AI generated content erode donors’ trust in fundraising? Could data bias further marginalise under-represented groups? And could AI one day replace many talented and passionate fundraisers? 2025 is the ideal opportunity for charities to come together and find a way forward that benefits fundraisers and donors alike.

“More widely in Europe, there are many factors influencing the giving landscape right now, including geopolitics, macroeconomics, government policy and technology. Whilst every market will respond to these changes differently, the challenge for all charities is making sure their fundraising remains relevant to current and future donors.

“Fortunately, thanks to advances in technology, there have never been so many ways to connect with donors, understand their motivations to give and ultimately provide them with a fulfilling experience that will lead to long-term support. But making use of these opportunities will require support and investment from all levels of the organisation. Trustees and senior leaders will need to consider whether they have the right infrastructure in place to enable successful fundraising, and what investment they need to make to reach their objectives. For some charities this may involve upgrading their digital infrastructure, whilst others may choose to upskill their fundraisers. In a changing world, fundraising must evolve so charities can continue their vital work long into the future. The money we spend on fundraising today is the impact we will see tomorrow.”

Eduard Marček

Slovakia: “The space for free civil society is shrinking almost across the board.”

Eduard Marček, chair of the Slovak Fundraising Centre

“Most significantly in Slovakia, 2024 saw the shift of our extremist government’s attitude towards civil society and NGOs. For the first time since 1989 civil society is not perceived as a partner to the government, with civil society organizations instead treated as “political” enemies. That means government is taking pro-active steps to limit CSOs’ ability to voice their concerns, gain public support and engage citizens and even raise funds for their operation. The biggest “threat” to the government are so called “political” NGOs – those who are watching the powerful, engaging citizens in public participation and control, disclosing corruption and shouting out about threats to democracy, justice and rule of law.

“The greatest challenge in 2025 will undoubtedly be the effort to protect the already acquired liberties and space of freedom for citizens. The government will try to limit their ability to gain information and to voice out their needs and aspirations. The challenge will be to stand up against these restrictive attempts and preserve what has been achieved over the previous decades, and this will mean collective action and even protests.

“Europe-wide, as the space for free civil society is shrinking almost across the board, I am afraid nonprofits in countries with populist governments will be facing similar challenges as in Hungary and Slovakia – attempts to label, to restrict and to limit access to public space and public support.

“Another opportunity and a challenge at the same time will be how to harness new opportunities offered by latest developments in artificial intelligence and how it can help civil society to thrive.”

Fernando Morón Limón

Spain: “The key challenge for Europe’s nonprofits is adapting to the new communication models brought by social media.”

Fernando Morón Limón, executive director, Spanish Fundraising Association

“Clearly, the emergency situation in Valencia caused by the DANA floods marked a dramatic moment for us in 2024, leading to significant mobilization of donations from citizens and businesses. In Spain, we are witnessing a shift in the collaboration model, moving from regular and committed contributions to one-off donations in response to emergency campaigns. On a positive note, Spain has amended its patronage law, allowing a significant increase in tax benefits, particularly for individuals who can now deduct 80% of the first €250 donated.

“In 2025, NGOs here face two major challenges. First, connecting more effectively with younger audiences, who generally lack trust in organizations, especially larger and more established ones. Second, combating misinformation and fake news to highlight the value of the work NGOs do.

“More widely, the key challenge for Europe’s nonprofits is adapting to the new communication models brought by social media – platforms predominantly used by younger generations, where NGOs currently lack adequate presence. We must strive to generate positive awareness among European citizens, which requires implementing impactful actions across the European Union.”

Main picture by Suzy Hazelwood on Pexels

Corporate partnerships have always had immense value for nonprofits. But while traditionally these partnerships have been (and often still are) centred around donations, increasingly nonprofits, NGOs, and commercial organisations alike are realising the greater value of longer-term strategic partnerships.

Working together on a set of agreed aims, the nonprofit receives funding, volunteers, skills and expertise, enabling them to go further faster towards achieving their objectives.

Francisco Fernández, Fundación Gmp

Francisco Fernández, director at Spain’s Fundación Gmp comments:

“Unfortunately, social needs are greater than the resources available to nonprofit organizations, and for this reason, corporate partnerships can be a very interesting ally to reduce these needs. Moreover, we live in a time when no organization can succeed on its own. For our foundation, corporate partnerships are essential because they allow us to expand our impact and reach more people in need.

“For example, since 2014, at Fundación Gmp we have maintained a collaboration with Plena Inclusión Madrid, which has allowed us to provide scholarships for early care treatments to more than 500 families with children with intellectual disabilities or developmental disorders. This collaboration has not only increased our support capacity but also strengthened our strategies for inclusion and equity.”

Brands seeking to do good

Now too, there is a real opportunity for nonprofits to co-create more meaningful corporate partnerships as growing numbers of brands seek to become purpose driven and make a positive impact of their own. It’s a move that is evident in the rise of B Corps, CSR and ESG, and as companies seek to align with the Sustainable Development Goals (SDGs) and reporting demands such as the EU’s Corporate Sustainability Reporting Directive (CSRD).

Srđan Janjušić, Caritas Austria

Introduced in January 2023, the CSRD for example mandates that around 15,000 companies in the EU (phased in from 2025 to 2027 for fiscal years 2024 to 2026) must report transparently on their sustainability performance. For NGOs, this opens new avenues for collaboration says Srđan Janjušić, head of corporate partnerships and philanthropy at Caritas Austria:

“Businesses, under pressure to demonstrate significant advancements in their sustainability efforts, will seek partners that can contribute tangible, positive impacts. NGOs, with their deep expertise in social and environmental issues, become vital allies in helping companies meet their CSRD obligations.

Drivers for more strategic partnership

This, he says, fosters a move away from traditional donation-seeking towards forming strategic, mutually beneficial partnerships, continuing:

“NGOs can offer consulting and support for achieving SDGs, guiding companies through the implementation process and addressing ESG KPI gaps along their value chains. 

“These collaborations can lead to integrated sustainability projects, where NGOs provide the necessary guidance, implementation support, and credible reporting, enhancing corporate sustainability narratives. The CSRD not only incentivizes corporations to engage more deeply with NGOs but also empowers NGOs to expand their influence and impact through strategic, goal-oriented partnerships.”

Alongside this is the need to meet a growing expectation from consumers that companies will be directing some of their profits into good causes, and ensuring their operations and products are environmentally sound.

Gunn Inger Røkke Ruud, Salvation Army, Norway, Iceland & the Faroe Islands

Increasingly then, the benefits of partnering with a nonprofit are just as apparent for the commercial partner as the other way around. Gunn Inger Røkke Ruud, strategic adviser corporate partnerships, Salvation Army Norway, Iceland & the Faroe Islands comments:

“In Norway, seven out of 10 people think the corporate world should do more to contribute to sustainable development and there’s an expectation that brands should have a focus on their Corporate Social Responsibility and their social impact. That might be their initial reason to start looking to partner with NGOs but after a while, when it’s well-managed, they start seeing that it’s really good for business. It’s good internally and for retention because people feel proud to be a partner that’s doing good, and it’s beneficial for building their own brand so it’s profitable for them as well.”

An opportunity for nonprofits & NGOs

Clearly, this move to become more purpose-driven is a shift in strategy that nonprofits need to be aware of and, where relevant, respond to. For brands seeking to do good and moving into areas they may not have existing expertise or experience in, partnerships with nonprofits that specialise in these areas can be invaluable. By seeking out and nurturing strategic partnerships, nonprofits can ensure the two work together to achieve the greatest impact, whilst also ensuring they remain involved where they are best qualified to help.

Rolf Bangsgaard, Raform

Rolf Bangsgaard, partner & adviser at Denmark’s Raform says:

“This big shift in corporate strategies means NGOs need to understand how they can help a company create value while at the same time solving a problem, or it will become more and more difficult for them to make a difference in the areas they’re working in.

“Companies need to understand how to integrate doing good into their core, but often don’t really know how to make that part of their value chain or integrate that into their business. So there’s a huge opportunity for NGOs to help companies solve real problems, if they’re ready and prepared, and if they understand the corporate challenge­ – that companies need projects, ideas and causes they can work with but don’t necessarily know what they are or how to do it.”

But of course, while many organisations will seek nonprofits to partner with, they won’t all be a good fit. Nonprofits must ensure then – as much as possible – that they make a good match, and that any partnership is sustainable with mutual value. For useful insights on how to achieve this, read our top tips piece.

Speaking to EFA members across Europe, it’s clear that 2023 presented their country’s nonprofits with many of the same challenges, from continued difficulties in recruiting and retaining staff, to national and global crises impacting costs, service demand, and giving. And of course, there were also digital and AI developments to contend with, and (for some) regulatory changes too.

What’s in store for fundraisers this year?

Looking at what 2024 may have in store, many of these challenges are expected to continue. Continuing pressure on finances, fundraising, and service delivery means nonprofits will need to work hard this year to attract and retain supporters and fundraisers alike to keep vital income coming in. At the same time, technology – and specifically AI – will offer opportunities and solutions (as well as challenges). But, our experts say, as well as investigating these, it will be just as important to focus on getting the fundraising basics right – particularly supporter stewardship.

Read on for our experts’ observations, as well as their tips for getting the most out of 2024.

Connection with supporters will be essential for weathering ongoing crises

Jeroen Brugge, Fundraisers Belgium

Crises will continue to exert pressure on governments as well as individuals this year, so a challenge for nonprofits will be how to raise enough money to keep services running and meet demand, says Jeroen Brugge, treasurer at Belgian fundraising association Fundraisers Belgium and fundraising expert at 11.11.11. For this, strengthening relationships with supporters will be essential:

“We live in a society in which the social and democratic crises are becoming more and more visible and tangible. Governments will have to tackle big societal issues, discourse will harden and solidarity will come under even more pressure. We cannot predict exactly how and how fast this will impact charities and nonprofit organisations and their funding but the repercussions might be hard.

 “It is in times like these that the real human connection and relationship building with our supporters and donors must be our focal point, rather than to get carried away in digital platforms which are often more socially disruptive than social.”

The importance of connection in 2024 is a point that Fernando Morón, director of Spanish fundraising association AEFr also highlights. He says that good communication will be essential for reinforcing bonds with supporters of all types: 

Fernando Morón, AEFr

“The great challenge for NGOs for 2024 is to achieve a greater connection with society as a whole in general and with younger audiences in particular, investigating new, more agile collaboration models. In recent years, social networks have created a new form of interrelation and it is necessary to identify what works and to discard those that do not offer anything positive for the third sector.”

“It is important to enhance the communication of organizations and the causes they defend. Raising awareness is the first step to capturing the interest of future donors, which is why it is necessary to invest efforts and resources in making NGOs relevant to the ‘conversation’. We must explore new channels, tools and languages ​​that achieve that social connection. Organizations must recover social leadership to capture the interest of citizens and private institutions, companies, and foundations.”

Nonprofits must demonstrate worth & responsibility to win support

The good news is that there are plenty of people with the means to help, says Pia Tornikoski, secretary general of Finnish fundraising association VaLa – but in order to reach them, nonprofits will also need to ensure they demonstrate their credentials and worth:

Pia Tornikoski, VaLa

“Increasing social inequality meaning that there will be more people in need and more beneficiaries to help. On the other hand there will be more wealthier individuals and this could be taken in consideration when planning the major gift or legacy fundraising.

“Rising prices will continue to affect organizational and fundraising costs. One way to achieve the competitive advantage cost-effectively, especially in corporate partnerships or grants, is to focus on showing organizational responsibility. As nonprofit organizations (NPOs), we basically do good. It is important to ensure that the good is done so that it respects financial, social and ecological responsibility demands. That is what potential for-profit partners and foundations expect more in the future.”

Engagement with new audiences & ideas will be crucial

Some challenges will of course be country-specific, and in Italy, fundraisers are likely to have to deal with constitutional reform, notes Michela Gaffo, board member of fundraising association ASSIF, although there will be some benefits. At the same time, she adds, they will need to work out how to engage with new audiences – something that applies to fundraisers elsewhere across Europe too.

Michela Gaffo, ASSIF

“This year I think that Italian fundraisers may expect to have to respond to the reform, and with the further opportunities of fundraising that it implies (commercial activities will be possible and very interesting to develop, if you know how). They may also expect to face the rise of the youngest donors, their thoughts and their expanding need of participation and activism. Finally, the changes and evolution of institutional philanthropy: how to learn to talk with the new surging foundations and with the renovated old ones, will be crucial.

“I think the keyword for 2024 will be ‘fusion’: with for-profit organizations and their skills and techniques, with technology, with activism and civil society movements. So, fundraisers: stay open, stay curious, stay creative.”

Technology will provide opportunities & challenges

Technology will continue to help charities across Europe strengthen their fundraising in 2024, says Katie Docherty, CEO of the UK’s fundraising association, the Chartered Institute of Fundraising. However, she adds, as more opportunities arise nonprofits will need to work out what’s right for them, and their supporters:

Katie Docherty, CIOF

“We are in one of the fastest ever periods of technology development and emerging technologies like AI and crypto are already opening up opportunities for charities to strengthen their fundraising. But to keep this moving forward charities will need to think about their approach to technology and innovation, which is not easy when finances are under pressure.

“Our one top tip is to accept the new normal. The giving landscape has fundamentally changed both how people give – although at the heart of it their reason why remains the same – and how fundraisers can connect with donors. The opportunity cost of not trying something new has never been greater, so we encourage all leaders to give the fundraisers the resources they need to innovate and reach the right donors with the right ask.”

Docherty also notes that in the UK a general election is set to take place in 2024, raising questions of what a new government could mean for the sector and if there will be more statutory funding for charities.

Time to move forward with AI

Roger Tinner, Executive Director of Switzerland’s fundraising association, Swissfundraising says 2024 could be the year a lot of nonprofits make decisions on how they want to use AI. As such, they will need to be careful to keep in mind what will work for them and their people.

Roger Tinner, Swissfundraising

He comments:

“2024 will probably be the year in which many NPOs and fundraisers will have to decide how much they can and want to use artificial intelligence in their communication and fundraising – especially as there are a number of ethical questions that are much more important for NPOs than for the economy as a whole. It is important to weigh up the desired simplification of day-to-day work against the impact of AI on the people who work in NPOs and contribute their enthusiasm as well as their expertise.”

“My tip for fundraisers for the coming year is: stay calm. In other words, take a calm approach to new trends and hypes and let others – for example the business world – be first movers. After their initial experiences, you will have more clues as to whether a development is really relevant for you or not. And stay focused on the people and purposes to which your NPO is dedicated!”

Kenneth Kamp Butzbach, general secretary of Danish fundraising association ISOBRO, also singles out AI as a hot topic for the year ahead. While there will be challenges, nonprofits shouldn’t be afraid to try it and share their experiences with others, he says, but at the same time they mustn’t forget to keep their supporters front and centre:

Kenneth Kamp Butzbach, ISOBRO

“It is inevitable that AI will continue to be a significant topic in 2024. As I see it, this holds both obvious opportunities and perhaps a range of challenges that we have not yet fully grasped. The opportunities lie in saving money on production and optimizing processes. The challenges, on the other hand, include the risk of stepping outside ethical boundaries, and doing something where the ethical implications are not fully understood. But I also see it as a challenge for organizations to embrace AI before competitors take the lead, along with strong partnerships and skilled employees.”

“My best tip for the new year is, of course, related to AI, and it involves organizations seizing the opportunities and hopping on the AI bandwagon. Dive into it and gain valuable experiences along the way. We are all entering entirely new territory with AI, and let’s share our experiences and learn together.

“That being said, I can’t help but mentioning a classic tip: focus on your private donors. On the threshold of an AI revolution, we must not forget the classic fundraising discipline of having the right mix of revenue sources in your portfolio. Get a handle on your private donors, and you will also equip your organization to receive more complex grants, such as funds or legacies.”

The fundraising basics will remain as essential as ever

This point of not forgetting the fundraising basics amongst all these new opportunities, is one that Martin Georgi, chair of the German fundraising association, DFRV, also emphasises:

“We need to make extra efforts to attract new and younger donors and younger fundraisers, with a particular attention to diversity. In the face of the constantly increasing number of communication channels, the fickleness of donors, and new technological advances, fundraisers need to look not only to new and innovative methods, but also to make sure that the basics are functioning: a well-developed database, a consistent attention to valuable existing donors, and serious A-B tests to avoid getting carried away by bright new shiny objects.”

Martin Georgi, DFRV

Learning & sharing will strengthen fundraisers, their organisations – & the sector

In addition, he says, another key tip for fundraisers in 2024 is to keep learning, sharing, and strengthening the sector both by getting out there, and by lobbying for more support. He suggests the following:

“To make the most of your year, I recommend not hiding in your fundraising office. You should:

– attend at least one or two regional or national fundraising conferences to interact with and learn from your peers

– go at least once beyond your borders and organise a work-study visit to a partner organisation if you are working in an international organisation or network, or volunteer for some days in another organisation than your own

– even if you are not an in-person fundraiser, set yourself a minimum monthly target to talk in person to X number of supporters a month, either by telephone, Zoom, or in person, to understand donor interests and sentiment

– lobby your management to invest in staff training and to pay sufficient cost-of-living increases to staff, and to provide extra resources for improving data management, for developing internal processes and digitalisation, and for improving your technical infrastructure

– play an active role in your national fundraising association to improve and develop the fundraising sector – together we can do more!”

Lobbying of course, he adds, will also be important for ensuring a better regulatory environment for civil society organisations – in Germany and in Europe.

Summing up

While this year will see a continuation and in some cases a deepening of the challenges faced in 2023, it’s clear that developments in technology and AI offer opportunities that can offer assistance. At the same time, what really stands out is the importance of not forgetting those key basics of good fundraising, particularly building strong connections with supporters of all kinds. Nonprofits will need to keep their supporters close, while finding ways of attracting new ones – and all while managing the pressures of diminishing funding and increasing demand for services. Innovating, learning, and sharing experiences will help to strengthen everyone’s efforts in 2024 and beyond, benefitting individual organisations and the sector as a whole.

Across Europe, the income the nonprofit sector receives from legacies varies widely. In some countries the market is well developed with this valuable and resilient form of income benefitting nonprofits of all shapes and sizes; in others it’s smaller but growing, and in still more it’s barely off the starting blocks.

Early days for Slovakia

Eduard Marček

In Slovakia for example, while some nonprofits are benefitting from gifts in wills, legacy giving is not yet commonplace, nor (in the main) actively promoted, as Eduard Marček, chair of the Slovak Fundraising Centre, explains:

“Though there are already cases of successful NGOs who have obtained gifts in wills, only a very few organizations are proactively promoting this option of support. The market still lacks a nationwide campaign which would not only increase awareness about writing gifts in wills, but also encourage the public to do so. It poses a big challenge for the Slovak Fundraising Centre to start such an initiative together with other organizations.”

As he notes, the key to increasing legacy income is raising awareness and acceptance of this form of giving. But in many countries low engagement with will writing presents an additional challenge, as we will hear in this article. In both cases, collaborative legacy campaigns are having a significant impact.

Norway ­– raising awareness of will writing

In Norway for example, legacy giving also remains low – accounting for 2% of organisations’ income and reaching €50,987,500 in 2021 among a group of 50 nonprofits surveyed by Deloitte.

The main reason for this is a legal requirement for two thirds of an individual’s estate to go to family members. And, if there is no family or no will written, the estate goes to The Norwegian Children and Youth Council, an umbrella organisation for 102 Norwegian children and youth organisations.

As a result, few people see the need to write a will. In 2018, just 10% of Norwegians had written one, with 4% of these leaving a legacy gift (0.4% of the population). However, since the national legacy campaign Det Gode Testament (Good Will) campaign started in that same year, awareness and acceptance of will writing and legacy giving have both started to rise. In fact, legacy gifts increased by 2.7% between 2019 and 2021, while figures from 2023 show that 15% of 45-year-olds have written a will with 32% considering it and another 15% saying they would like to leave a legacy gift.

Currently though, most legacy gifts go to just two charities – Salvation Army, and the Cancer Association, something Det Gode Testament is working to change.

Øivind Christensen. Photo: Mette Randem

Øivind Christensen, leader of its steering group and head of inheritance affairs at the Norwegian Salvation Army, says:

“About 40% of legacy income in Norway goes to just these two organisations, which means what currently goes elsewhere is microscopic. Last year at the Salvation Army we received approximately 150 million Norwegian krone (almost €13m), and the Cancer Association a record 186 million (almost €16m) – just from legacies. They provide such a major source of income that legacy fundraising has got to be part of every organisation’s strategy. You can’t just sit and wait for legacies to come in, and that is our message to other organizations – so it’s good to participate in a joint campaign.”

Interest in legacy giving on the rise in Finland

Over in Finland, the market is more developed but still quite small, says Tessa Robertsson, communication and advocacy coordinator at Finnish Fundraising Association VaLa, which coordinates legacy campaign Hyvä Testamentti (Good Will).

Tessa Robertsson

“Legacy fundraising income is on the rise in Finland, although relatively small compared to many other European nations,” she says. “The most popular methods of contributing are one-off donations and monthly giving. Legacies, as a percentage of overall private fundraising, stand at 5%, with a growing number of nonprofit organizations in Finland initiating legacy fundraising.”

A challenge here is low awareness of the option of leaving a charitable bequest, although this too is changing. In 2015, only 1% of those surveyed by Hyvä Testamentti expressed a willingness to include a charitable bequest, but this had risen to 10% in 2022.

Now, almost a fifth of Finns (19%) have made a will, rising to 34% of those aged 55+ according to its surveying. Interest has also grown over the past year with 37% of Finns saying they have considered making one, up from 15% in 2021.

Hyvä Testamentti has been integral to this shift as can be seen in a study conducted with VaLa. This found that 15 organizations affiliated with the campaign had collectively received €18 million in legacies over the preceding three years, whereas 17 organizations that were not part of the campaign acquired legacies worth €1.5mn during the same period.

Huge rise in interest in Spain

Spain’s joint campaign, Haz Testamento Solidario, started in 2007. As with Norway, a legal requirement to leave something for the family with only a third able to be given to unrelated individuals or charities, means that historically people often haven’t bothered to write a will. In fact, nearly 40% of people used to die without one, says Leyre Ayastuy, who leads the campaign, and is also senior creative consultant at Daryl Upsall Consulting. Numbers have increased in recent years, hastened in part by the realities of the pandemic.

Leyre Ayastuy

“Since 2007, the average annual growth in will writing has been 1-4% but in 2021, it grew by 15% year on year as people were confronted with their mortality before dropping in 2022 back to pre-COVID rates. As a result, they now better understand that a will is a document that will solve future problems for their family.”

Gathering information from its 22 member organizations, in 2022 Haz Testamento Solidario’s data showed that the number of people interested in legacy giving and reaching out to organizations had increased by 154% versus 2021. Legacy income for these organisations increased by nearly 35% in 2021 compared to 2020, and last year it was up 22% on 2021, reaching €40.9m.

Netherlands – legacies a social duty

In the Netherlands, the public is also coming round to the idea of legacy giving. Since 2017, national legacy campaign Toegift has focused on engaging 50-70 year olds who are known to have some affinity for charities. It’s working – in 2023, its research found that 56% of this target group has seen the campaign, up from 41% in 2022. The public has also become increasingly warm to the idea of legacy giving – in 2017, 57% of those surveyed said that they admired people who included a gift in their will, rising to 90% in 2023. Increasingly too, Toegift says, people are considering leaving a legacy gift because they see it as their social duty.

Record-breaking year in the UK – but short-term problems ahead

Legacy awareness continues to rise in the UK too: earlier this year research from the national legacy awareness campaign Remember A Charity revealed that 20% of UK charity supporters aged 40+ now say they have left a charitable gift in their will compared with 14% in 2013. The research also found that those familiar with Remember A Charity were almost twice as likely to have left a gift in their will, at 32% compared to 17%.

Legacy Foresight (part of the Legacy Futures group) provides an annual market briefing based on its Legacy Monitor annual benchmarking research programme. Its data shows that 2022/23 was a record-breaking year for legacy income in the UK, reaching an estimated £4bn for first time with bequest numbers at almost 140,000.

However, it’s not all plain sailing. While legacy income has reached record levels for two years in a row, the current medium-term forecast is more subdued due to a projected fall in house prices. Problems with probate (the process of getting official permission to carry out the wishes in a will) present another challenge, with many wills stuck in the system due to a backlog beginning in the pandemic and exacerbated by record applications and staffing issues.

Over the next four years, Legacy Foresight expects legacy income to drop 5%, to just under £3.8bn in 2025/26, before returning to accelerated growth and a predicted £6bn+ a year by 2050.

Ashley Rowthorn

Legacy Futures CEO Ashley Rowthorn comments:

“While the UK market has recently witnessed record levels of giving, the future short-term forecast is more challenging. Falling house prices, continued economic instability and an ongoing cost-of-living crisis mean many people are reluctant to make big decisions, such as will-making, until conditions improve. That said, the Baby Boomer generation, the wealthiest to date, has reported feeling less sensitive towards economic crisis and so charities need to increase, not lessen their efforts in communicating the impact of gifts.”

Austria – legacy fundraising takes off

In Austria, legacy income growth is particularly strong. The Vergissmeinnicht (Forget-Me-Not) initiative reports that legacy income has risen sharply in a decade, from €55 million in 2007 when the campaign began, to €120 million by 2022. For every 9 euros donated in Austria, 1 euro now comes from a gift in a will.

Markus Aichelburg

Markus Aichelburg-Rumerskirch, Vergissmeinnicht’s project manager, comments:

“Legacy fundraising in Austria is really taking off. More and more Austrians now realise that they can do a lot of good by leaving a donation in their will. The progress in legacy fundraising in Austria is a bright spot and a sign of growing generosity.”

Awareness has also increased significantly in recent years. Vergissmeinnicht reports that in 2018, around 76% of people aged over 40 knew they could leave money to a charity in their will, rising to 91% in 2021.

Strong growth in France & Ireland

Growth is healthy elsewhere too. In France, the most recent figures currently available from the Panorama National des Générosités show that in 2019, French nonprofits received an overall €1.353bn in legacy income: 27% of their total income from individual giving. Overall, the data shows that legacy income grew by 41% between 2013 and 2021, with an average annual growth of 5%.

Over in Ireland, 2023’s Legacy Insights Ireland report from consultancy Campaign Solutions identifies a total of €87.2mn verified legacy income for charities and religious organisations in 2021, up from €34.6mn in the report’s first year (2015). However, it also estimates the actual total for 2021 to be higher than €100mn, due to legacy income data being unavailable for many of the country’s nonprofits, in particular religious bodies, universities and independent schools.

A positive picture

Overall, the picture looks positive for legacy giving. While there are some challenges still to overcome and countries remain at different stages of development, in many awareness is growing, and with it, legacy income, helped in a large part by the work of national campaigns. It’s this raising of awareness and collaboration that’s the key to ensuring as many nonprofits across Europe as possible – of all shapes and sizes – get to benefit from this valuable source of income, not only now but in years to come.

For a more in-depth look at three of these countries – Austria, Finland and Spain – click here.

With nonprofits focused on recruiting supporters who are likely to stick around long-term through F2F fundraising, the emphasis is fully on ensuring fundraisers deliver a great experience to everyone they come into contact with.

High standards, and linked to this, fundraiser training, are critical for success. While developments in technology are playing a key role here, as the sector works to push the quality of F2F ever higher and use of the channel surges post-pandemic, the past year has seen the launch of a number of initiatives aimed at providing essential support to nonprofits, F2F fundraising agencies and fundraisers alike.

Daryl Upsall, Daryl Upsall International

Daryl Upsall, president of Daryl Upsall International, and a pioneer of F2F fundraising notes:

“Today F2F is much more data driven and effectively integrated into the rest of the fundraising toolkit; donor journeys, loyalty building and touch points are far better understood, as are the demographic profiles of what are the most valuable lifetime value donors. And technologies of supporting payment/banking, communication, back-office processes and CRM management are standard elements of successful F2F fundraising, wherever it takes place in the world.

“Still challenges remain from the past and new ones emerge, as do opportunities for innovation and change. One of the biggest challenges is how to identify, recruit, train, motivate, retain and grow the best F2F fundraisers to join our teams and become the best ambassadors for our causes and our amazing way of connecting with new, long term and sustainable donors.”

International Public Fundraising Council launch

With these challenges and opportunities in mind, last September saw the formal launch of the International Public Fundraising Council (IPFC). A network of (currently) eight national F2F regulators from around the globe, IPFC has been created to boost networking and quality standards in face-to-face fundraising among nonprofit organisations globally.

AMRAC (France), QUIF (Austria) & Q!SH (Germany) are the founding members, along with one advisory observer: the UK’s Fundraising Regulator. PFRA (Australia), PFRA (New Zealand), PFFA (United States) & ABCR (Brazil) are associate members.

At launch, the body said that “Public fundraising requires well-trained fundraisers and a consistent set of benchmarks to ensure quality standards and an exceptional donor experience”, and that the IPFC would enable face-to-face fundraisers to “share a common platform for learning and exchanging ideas”, aiming to “further develop the sector internationally, identify trends at an early stage, and to ensure that high quality approaches are being implemented.”

Read more on the IPFC here

At an operational level, a lot of work is also going on among nonprofits, tech providers, and F2F agencies alike to drive up standards through better training of fundraisers.

As Sezayi Arslan, marketing director at Dutch F2F solutions provider Briggs + Walker notes:

“We’re all stakeholders in this – regulatory associations, NGOs, and agencies, so we all need to collaborate – to work together to make F2F fundraising a sustainable channel and ensure everyone gets the most from it.”

Local initiatives

These initiatives are happening locally as well as internationally. In Austria for example, the country’s fundraising association Fundraising Verband Austria, and the Austrian Quality Initiative in F2F Fundraising (QIF) last year launched a F2F fundraising certification scheme, aimed at supporting agency and inhouse training programmes, and recognising good practice. The on-demand online training provides a theoretical basis to F2F fundraisers’ practical knowledge.

In Belgium, the closure of a major provider of F2F fundraising services, NGO Conseil, has prompted a Belgian French-speaking coalition of international NGOs CNCD 11.11.11 to launch a non-commercial street fundraising service. This will support coalition member charities, with the first test set to take place later this year. CNCD 11.11.11 already has strong internal F2F expertise, and is expanding its team, taking on some of NGO Conseil’s fundraisers, to launch the new service.

Most recently, with its figures showing that a conversation with a F2F fundraiser prompted over 700,000 people in the UK to pledge support to a charity in 2022, the Chartered Institute of Fundraising has just published ‘In person – A guide to face-to-face fundraising’.

Aimed at supporting nonprofits who have yet to use it within their fundraising strategies or those coming back to it and needing a refresh, the guide introduces the channel and its advantages, and provides key guidance on how to carry out campaigns that continue to inspire support for their causes for years ahead.

The CIOF’s director of policy and communications Daniel Fluskey says:

“In-person fundraising isn’t easy – and as often the most visible element of fundraising in the public’s mind, it’s so fundamental to make sure we invest in great campaigns and the right system to support and sustain public fundraising. 

“Our new guide showcases face-to-face fundraising and how it makes such a difference. Aimed at fundraising directors, CEOs, and trustees of charities that aren’t currently doing in-person fundraising, it shows the opportunity it provides to find new supporters, and what to consider for a great campaign. For anyone who isn’t sure about the standards to follow, or the steps needed to ensure that in-person fundraising is done well, it offers tips and advice, with insight, stats, and case studies that really bring F2F to life, showcasing why public fundraising works, and how to do it well.”

International F2F Fundraising Congress

And later this month, on 31 May and 1 June, the first International F2F Fundraising Congress takes place in-person, in Austria, bringing together F2F fundraisers, agencies, technology providers, and other experts in the field from across the globe.

The three-day programme will explore issues and best practice through interactive sessions based around the key themes of recruitment and team motivation; innovation and technology; donor journeys; ethical standards and self-regulation; and business models. Confirmed speakers include Daniel McDonnell of UNICEF International, Elsbeth de Ridder of Save the Children International, and a host of experts from around the world sharing latest thinking and techniques.

After proving a hugely popular event, the organisers have released more tickets, which are now available to attend the congress in Vienna. Read more and book tickets for on the International F2F Fundraising Congress here 

What’s evident from these developments, as well as the rising use of the channel, is that the appetite for growing and developing F2F fundraising so that it continues to provide value for nonprofits and members of the public alike has never been stronger.

Main photo by Ono Kosuki on Pexels

After the difficult pandemic years, where face-to-face fundraising ceased literally overnight across Europe, use of the channel has since rebounded. In fact, EFA’s latest Nonprofit Pulse report reveals that 43% of nonprofits across Europe were using F2F in 2022, up from just 16% the previous year.

And no wonder: F2F fundraising – whether that’s door-to-door, on private sites like shopping centres, or on the street – is a key recruitment channel for most charities that use it.

Getting the most from it requires fundraisers who can tell a good story, an easy and secure signup process, and a well-integrated supporter journey for newly recruited donors. And this is where digitisation and technology are playing an increasingly important role, enabling fundraisers to more meaningfully engage with the people they meet and provide a great experience. It’s boosting supporter numbers and income for nonprofits, while reducing the attrition risk.

In Germany, where Talk2Move has been helping nonprofits including WWF and SOS Children’s Villages with their F2F street campaigns since 2005, managing director Robert Hatwagner shares some of the developments he’s seen over the years:

“Technology has really helped to professionalise F2F. First, we moved from filling in forms on paper to inputting those details on a tablet, then to using videos to better engage people with a cause. Now technology also enables us to provide fundraisers with suggestions on how to respond to individual members of the public, based on details such as their age, and including what size of donation it’s appropriate to ask for.”

Telling the story

Above all, what makes F2F so impactful is the in-person contact it provides with someone who is passionate and knowledgeable about that cause. The F2F fundraiser’s first job is to engage, and that’s where great communication and storytelling skills are critical.

As Sezayi Arslan, marketing director at Dutch F2F solutions provider Briggs + Walker says:

“F2F is not just about getting money. It’s about helping someone connect with the cause, so it’s really important that in this first touchpoint the fundraiser tells the right story.”

Elsbeth de Ridder, Save the Children Switzerland

It’s also where having the right tools can make all the difference. Pre-pandemic, as noted by Hatwagner, some charities and F2F agencies were already equipping their fundraisers with tablets, with these and other technologies becoming more commonplace as F2F opened up post-lockdown. Essential for fast and accurate data capture, tablets also help to boost engagement by enabling fundraisers to use story decks, pictures, and short videos to explain the charity’s work and thank new signups.

Save the Children International conducts face to face all year round in the majority of its markets, recruiting most of its individual giving donors – between 65% and 100% depending on the location – this way.

Elsbeth de Ridder, previously global F2F specialist, Save the Children International and now head of individual giving at Save the Children Switzerland, says:

“In the majority of our markets, all our fundraisers work with iPads, on which they have a pitch deck and, in some markets, a short video on the work we’re able to do thanks to donations – shown to people who have just signed up. In a video used in Switzerland a mother talks about her son who was really sick and received our help, and as a result is now able to give her a cuddle again. We call it the Cuddles Video. It’s short – around 20 seconds – so keeps people’s attention but it really makes new donors feel they made the right choice and that supporting us is a good thing to do.”

Simple & secure signups

Covid also hastened uptake of other useful tools for nonprofits, including SMS and QR codes that facilitate a contact-free signup process.

Elsbeth de Ridder adds:

“After Covid there was a big push for contact-free signups. We couldn’t share iPads, pens or paper so we had to move quickly to new solutions.”

Letting people fill out their details securely as well as safely, this technology also helps build trust among the new supporters, whilst speeding up the signup process.

Jeroen Meijer, Briggs + Walker director of sales & business development says:

“People can find it quite awkward from a security perspective to share their personal and bank details on the street. We offer them a QR code to scan so they can fill them out on their own phone. This also enables fundraisers to be sure their details are correct, making it easy for them to focus on having a really good conversation.”

Providing payment options

F2F fundraising is also developing in another way, with nonprofits starting to provide options for giving, rather than just the one route of a predetermined regular gift payable via direct debit.

These include one-off donations via GooglePay and ApplePay, as well as subscription-style and continuous card payments. As well as providing people with more choice, a key benefit of these methods for the charity is the immediate payment at the time of sign up.

In the UK, more and more testing is taking place of alternative and emerging payment methods. Direct dialogue agency Gather Campaigns for example is trialling continuous card payment with a variety of organisations with diverse causes, from UK domestic to overseas development charities.

Dominic Will, Gather Campaigns

Dominic Will, Gather Campaigns managing director UK & Europe, says:

“Nonprofits need to maximise every opportunity to raise funds, and giving people payment choices in F2F fundraising is better for both parties. Continuous card payment, for example, offers people a way to give that’s much faster and easier to set up than a traditional direct debit. For the donor it’s a simple card payment, without the lengthy forms and set up process of a direct debit mandate – instantly visible in their bank account in the same way as their other day to day payments.

“For the charity it captures the first donation immediately, so that payment is in the bank without having to wait for a month or six weeks for a direct debit to be set up and make first payment. This crucial time saving means the organisation can effectively gain an extra monthly donation, very quickly communicate their thanks and start building a supporter relationship while the conversation that inspired their giving is still fresh and front of mind.”

In addition, some nonprofits are also offering options for how to support in their F2F conversations: asking for a donation but also perhaps offering an opportunity to volunteer, play a lottery, or of simply being kept updated with their news. For every person that signs up, a fundraiser talks to many more – engaging new and diverse audiences through the power of a good conversation, educating them on that charity and its work, and building awareness and engagement. All of this has the potential to start a longer-term relationship on the supporter’s terms, whilst helping nonprofits to widen their reach.

Improving retention

Of course, everything from how the fundraiser engages with a member of the public, to the story they tell, and the ease of the signup process, plays a role in whether that person becomes a long-term supporter. But a seamless link between a new donor signing up and the next step in their supporter journey is another essential ingredient in lowering attrition for F2F fundraising.

Technology is helping here too, with the speed of payment some options provide enabling nonprofits to follow up and thank a donor the day they sign up. It means they are also able to install them on an engaging supporter journey while they’re still inspired and excited by their conversation with the fundraiser. Doing exactly this, Gather Campaigns say they are seeing a reduction in early attrition rates.

Retention is also a key focus for MSF Netherlands. It has two inhouse F2F offices and works with four agencies. While the nonprofit has been using F2F for many years, its inhouse operation started in 2018 as one of the first in the country. Activity is a mix of D2D and street fundraising, with most of its donors – around 90% – coming through this channel.

Linde de Wit, MSF Netherlands

Working with Briggs+Walker, the nonprofit introduced a low entry donor proposition to bring in younger donors put off by the usual amount asked for. Based on their date of birth, the software used by the fundraiser presents different options. While the margin per new donor may be lower, it has found that the uptick in conversion outweighs this, while a carefully planned onboarding process is helping with retention. [More here, and below]

Linde de Wit, fundraising officer at MSF Netherlands explains:

“For now we still only ask for monthly donations with F2F but have developed a lower-entry proposition to engage younger donors who we had noticed were put off by our minimum donation limit. New donors receive an immediate confirmation email, and a welcome call to make sure everything is clear and their data is correct. To help reduce churn, we have an onboarding journey especially for F2F-recruited donors that lasts for a year. The quality of fundraiser performance and the signup process is really important to us and we have dashboards through which we can track how our fundraisers in the field are doing, so we can provide support.”

Briggs+Walker smart donation forms for MSF Netherlands

Similarly, Shelter UK is also very focused on what happens not just during, but after signup too. It has had its own inhouse F2F teams since 2009, now working in every major city in the UK. It currently has a mix of street, D2D, private site and lottery fundraising. This is split between inhouse and agency, and brings in around 20,000 new donors each year.

Jon Lyons, its head of F2F fundraising (direct dialogue) says:

“Retention is everything to us, which is why our supporter experience is at the forefront of our work, once you sign up with us you receive your welcome email and links to our campaigns, we will then keep in contact regularly with our donors to update them and create the best tailored donor journey we can. When we sign you up, we use a secure online F2F platform to do so, it has capabilities to sign you up to campaigns and interact with the donor in a way that gets the best possible response, including showing videos and images.”

Tracking results

Tracking performance of course is critical for ensuring any and all techniques and activity are working as they should be.

Live team tracking is providing nonprofits with real-time insights into how fundraisers, campaigns, and the areas they’re working in are performing, enabling them to respond immediately and speeding up that vital feedback loop. This capability is playing a critical role in continuing to drive up standards for individual organisations, and for the sector as a whole.

Jeroen Meijer, Briggs+Walker

Meijer says:

“Through seeing who performs well, or not so well, and why, through gaining valuable insights into campaign and conversions, we can ask ourselves: how we can learn from that? How we can improve? Can we tell the story in a better way? And how can we make sure we keep the public’s trust?”

It’s also key to inspiring and motivating the fundraisers themselves. Max Jakob, managing director and co-owner at F2F fundraising software provider Formunauts in Austria, comments:

“Only happy and well-trained fundraisers will recruit happy donors who can then enable organisations to do their important work. Today fundraisers are being motivated by digital achievements, which are unlocked through their performance and they can access training materials and quizzes directly on their tablet to ensure they are always up to date and well-trained.”

He highlights the use of digital donor feedback as a key development in how technology is helping to improve fundraiser motivation and performance:

Max Jakob, Formunauts

“Digital donor feedback is a great example of how a simple and, within our service, a free piece of technology can improve how we engage with donors and motivate fundraisers alike, ensuring better retention for both. It’s not a secret that as a fundraiser we hear a lot of “NOs” every day. However, the people that give us the YESes are highly committed donors and very thankful for the conversation that made them become a donor. Showing this feedback to the fundraiser on their dashboards in real-time, as well as giving them digital badges for positive feedback, does motivate immensely.”

The power of a conversation

In a nutshell then, success in F2F fundraising rides on a combination of equally important factors – supported increasingly by technology.

Will concludes:

“At its heart, what hasn’t changed in the course of human history is that the power of a strong conversation is still what will essentially yield results. But that can be supported hugely by technology, both in terms of making sure people have access to information to support that conversation, and the freedom to offer choice in how someone wants to support. It’s then about tracking your results and understanding how you’re doing in real time and being able to act swiftly and meaningfully in your conversion to the supporter journey. Today, technology is playing a huge part both in terms of how you manage and train your fundraisers, and how you offer choice to supporters.”