This theme was particularly evident in the discussions that took place during the afternoon’s parallel workshops, and in the Symposium’s closing session, where the conversation continued with a presentation of findings from each workshop and questions from the audience.

The workshops were:

Challenges And Potentials Of Education In Fundraising — moderated by Nele Theuer from BIBB, and discussing questions including how educational requirements will change in the future and which developments are needed to meet them; how to ensure that the educational needs of aspiring fundraisers from different backgrounds and with varying priorities are adequately addressed; and how structural characteristics of the German fundraising landscape helps or hinders these developments.

Should I Forget What I Know? Rethinking How Fundraisers Learn — moderated by Heike Kraack-Tichy from the German fundraising association DRFV, which explored the evolving demands on fundraisers and the skills, mindsets, and formats needed to stay effective in a rapidly changing world. The session challenged traditional approaches to professional development, asking what still works and what doesn’t, and how learning in fundraising can become more connected, practical, and bold.

Fun(d)raising 2050: Let’s Rock! Imagining the Future of the Profession: What Will Fundraising Look Like in 2050? — moderated by Pia Tornikoski from VaLa, the Finnish fundraising association. This workshop invited attendees to help shape the agenda and explore the future of fundraising. They discussed emerging trends, potential disruptions and key challenges, both within and beyond the nonprofit sector, reflecting also on long-term developments and who will lead the next generation of fundraisers.

Rounding up their conclusions, the final discussion of the day focused on the evolution of professional development in fundraising, examining the structural barriers to education, the transformative impact of AI, and the shifting organisational cultures required for the next generation of leadership.

Participants agreed that continuous learning should be viewed as a strategic investment that strengthens both individuals and organisations, rather than as an optional add-on. However, it was evident that for many fundraisers, accessing education and training remains difficult, with heavy workloads, limited budgets, and lack of long-term planning often prevent organisations from investing in professional development.

It was also clear that there has been a shift in how people learn, with traditional, authority-led training models increasingly giving way to peer-to-peer learning approaches that encourage collaboration, knowledge sharing, and practical experience. This change, participants noted, also reflects broader workforce trends, particularly among younger generations who value interactive and community-based learning environments.

Artificial intelligence, it was noted, can provide valuable support by providing real-time guidance and coaching, as well as automating routine tasks and supporting more sophisticated donor engagement strategies. At the same time however, there was strong agreement that technology will complement — not replace — human skills and qualities.

The discussion also extended beyond individual learning to organisational transformation, exploring more collaborative models of leadership, and ecosystem-based structures where fundraising is a shared responsibility across the organisation. Innovative practices such as dedicated “Innovation Labs” were highlighted as ways to encourage experimentation, reflection, and learning from failure.

Looking ahead, attendees imagined future fundraising roles such as Chief Empathy Officer, Chief Visionary Officer, and Giving Architect — positions blending technological capability with human-centred leadership. These future-focused roles reinforce the idea that the most valuable skills will be those that combine strategic thinking, emotional intelligence, and the effective use of technology.

Ultimately, the symposium concluded, the future of fundraising leadership depends on creating learning cultures that are accessible, relevant, and continuous. Organisations that invest in professional development, embrace innovation, and foster collaboration will be best positioned to thrive in an increasingly complex environment.

Key learnings

• Professional development is a strategic necessity, not an optional activity.
• Workload, funding constraints, and limited planning cultures remain major barriers to learning.
• Peer-to-peer and collaborative learning models are becoming more effective than traditional top-down approaches.
• AI will increasingly support fundraisers through automation, coaching, and data-driven insights. Human skills, however, remain irreplaceable.
• Innovation requires dedicated space and time, such as ‘Innovation Labs’ and structured reflection on failures.
• Organisations should foster a “fail-forward” culture that encourages experimentation and learning.
• Knowledge sharing and internal shadowing help spread learning across entire teams.
• Future fundraising professionals will need both technical and human skills, combining AI literacy with resilience and emotional intelligence.
• A common framework for fundraising competencies would help organisations assess, develop, and invest in talent more effectively.

Photo credit: DFRV/Karolina Granja

The EFA Learning Symposium 2026 took place in Berlin on 31 May-1 June. A big thank you to Deutscher Fundraising Verband (DFRV) and their events agency Kaiserwetter for hosting us.

Why fundraising needs a competency mindset

There is a persistent myth about what makes a good fundraiser. Many people believe successful fundraisers are simply empathetic, compassionate and good with people. It helps if they are outgoing, persuasive and passionate about their cause. Some even believe fundraising success depends on a natural gift that cannot really be taught.

Of course, these personal qualities matter. Empathy helps build relationships. Confidence helps start conversations. Passion helps inspire others. But on their own, they do not make someone a competent fundraiser.

Fundraising requires knowledge, skills and behaviours that can be learned and developed: understanding donor motivation, creating fundraising strategies, analysing data, managing partnerships, stewarding donors and much more. The moment we stop treating fundraising as a talent and start treating it as a set of professional competencies, we move from intuition to intentional development.

As fundraising continues to mature across Europe, I believe this distinction becomes increasingly important. Fundraising is increasingly recognised as a profession, yet professions are not built around personality traits. They are built around competencies. If fundraising is to continue evolving, we need a common language to describe what fundraisers should know and what they should be able to do.

Photo credit: DFRV/Karolina Granja

Measuring what matters: Lessons from Lithuania

This challenge became particularly visible to me in 2020, when I was developing Lithuania’s first national fundraising competency development programme, Fundraising@LT PRO. At the time, we brought together 30 fundraisers from different nonprofit organisations. They represented different causes, different levels of experience and different fundraising responsibilities. Some focused on grants, others on individual giving, corporate partnerships or communications.

One question quickly emerged: how could we design a meaningful learning programme without understanding participants’ existing competencies?

Too often, training programmes are built around assumptions. We assume we know where the gaps are. We assume what participants need to learn. We assume which skills require strengthening. But assumptions are a risky foundation for capacity building.

Inspired by Peter Drucker, the renowned management consultant often referred to as the father of modern management, and his famous observation that “you can’t manage what you can’t measure”, we decided to begin by assessing competencies. We developed a fundraising competency assessment test designed to evaluate knowledge and skills across several key fundraising domains. The objective was not to label people or rank them against each other. Instead, we wanted to understand existing strengths, identify gaps and build a programme based on evidence rather than intuition.

The results were illuminating. Most participants assessed themselves at Junior Fundraiser level, while only a small number reached Senior Fundraiser or Expert level. Some competencies proved stronger than expected, particularly understanding of fundraising ethics and the broader fundraising environment. Other areas revealed substantial gaps, especially individual fundraising, donor relationship management and fundraising strategy.

Most importantly, the assessment allowed us to replace assumptions with evidence. Rather than designing a programme around what we thought participants needed, we could focus on the competencies that genuinely required development.

Together with our international partners, we created a learning programme specifically targeted at those areas. Fifteen months later, participants completed the same assessment again.

The results were encouraging. Overall fundraising competencies improved by 22%. The strongest growth occurred in areas that received the greatest attention during the programme, including donor stewardship, fundraising strategy and community fundraising. Perhaps even more significantly, most participants progressed from Junior Fundraiser to Senior Fundraiser level, while the number of Expert-level fundraisers tripled.

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For me, the most important lesson was not the percentage increase itself. It was the confirmation that when competencies are clearly defined, assessed and intentionally developed, professional growth becomes visible and measurable. And once development becomes measurable, it can be managed strategically.

Beyond training: Building stronger fundraising teams

At the same time, the project revealed an important limitation. The competency assessment helped us understand where people were. It did not fully answer the question of where they should be.

We could identify competency gaps, but we lacked a framework that clearly described what fundraising excellence looked like at different stages of professional development. We needed something that could help organisations not only assess competencies, but also define expectations and create a roadmap for growth.

This led me to the concept of the Fundraising Competency Matrix*.

A competency matrix is a practical framework that defines the knowledge, skills and behaviours required for effective performance in a particular role or profession. It helps organisations understand what competencies people need, what level they currently demonstrate and what they need to develop in order to progress further.

Click images to enlarge

The value of such a framework goes far beyond training. It helps identify competency gaps and learning needs, supports workforce planning and talent management, improves recruitment processes and creates clearer career pathways. Most importantly, it turns competency development from guesswork into a structured management process.

One of the biggest shifts in thinking comes when organisations stop viewing every competency gap as a training problem. Training is important, but it is only one of many development tools. Competencies can also be strengthened through mentoring, coaching, peer learning, stretch assignments, job shadowing and practical experience.

When we focus only on training, we tend to ask: “What course should we send this person to?” When we focus on competencies, we start asking a much more useful question: “What experience, support or learning opportunity would help this person develop?”

The competency matrix helps organisations make these decisions intentionally rather than reactively.

It also encourages us to think beyond individual development and look at fundraising teams as a whole. Not every fundraiser needs every competency. A corporate fundraiser requires different expertise than a digital fundraising specialist. A fundraising manager needs different capabilities than someone at the start of their career. The goal is not for everyone to be equally good at everything. The goal is to ensure that all critical competencies are covered somewhere within the team.

This creates a different conversation inside organisations. Instead of asking, “Why are we not reaching our fundraising targets?”, leaders can ask, “Do we have the competencies required to achieve them?” In many cases, that question leads to far more useful insights.

For too long, fundraising capacity building has been driven by intuition, assumptions and individual experience. As our profession continues to evolve, competencies need to become the foundation of how we recruit, develop and manage fundraising talent. Strong fundraising teams are not built by chance. They are built through intentional investment in competencies.

Fundraising is not a talent. It is a profession. And professions become stronger when competencies are visible, measurable and continuously developed.

*The Fundraising Competency Matrix is available here and can be downloaded and adapted for use.

About Giedrė Šopaitė

Giedrė Šopaitė is a strategic philanthropy consultant, speaker and trainer with over 20 years of experience in the Lithuanian NGO sector. She is the founder and CEO of Baltic Fundraising Hub, supporting nonprofits in fundraising strategy and competency development, and advising companies on strategic philanthropy. Giedrė created Fundraising@LT PRO, Lithuania’s first fundraising competency development programme, and serves as an EFA board member. Her work focuses on strengthening fundraising professionalism, leadership and ethical, impact-driven philanthropy.

https://www.linkedin.com/in/giedresopaite/

Moderated by Pia Tornikoski, the Symposium panel brought together Zoe Oldham of Upsall International and Jeanette Eesmann-Foster of Mindwize to discuss what organisations should look for when recruiting fundraisers and the competencies fundraising leaders will need in the years ahead. On competencies, the panel highlighted strategic thinking, leadership and people management, data and AI literacy and stakeholder engagement, among others.

Recruiting insights

According to Zoe Oldham, organisations frequently search for a “unicorn” candidate: someone who can bring networks, raise substantial income immediately, manage teams, think strategically and fit perfectly into organisational culture. Such expectations often reveal deeper organisational challenges.

Jeanette Eesmann-Foster highlighted the importance of sustainable income and long-term investment. She argued that organisations often seek short-term fundraising gains when they should be investing in systems, data and donor relationships that create sustainable growth.

The panel repeatedly returned to the importance of realism. Successful recruitment begins with realistic expectations, alignment between leadership and fundraising teams, and a shared understanding of what fundraising can achieve over time.

One of the strongest themes was the growing professionalisation of fundraising. Across Europe, fundraising is increasingly recognised as a discipline requiring formal competencies, continuous learning and professional standards. Several participants noted that certified fundraising qualifications are appearing more frequently in recruitment processes. Certification and professional education are increasingly valued across Europe.
The conversation also highlighted resilience. Fundraising leaders increasingly operate in high-pressure environments characterised by ambitious targets, economic uncertainty and changing donor expectations. The panel suggested that resilience, peer learning, mentoring and wellbeing support should become recognised elements of fundraising leadership development.

Fundraiser retention is becoming as important as donor retention

The panel concluded that fundraising success depends less on individual heroes and more on organisational readiness, leadership and long-term investment. Organisations must be fundraising-ready before hiring fundraisers.

Perhaps the most important conclusion was that fundraising success cannot be separated from leadership. Organisations that invest in people, learning, culture and long-term thinking are better positioned to recruit, retain and support successful fundraisers. Both speakers highlighted that fundraising is under increasing pressure and burnout is becoming a significant issue.

Another recurring theme was retention. Just as organisations focus on donor retention, they must also think about fundraiser retention. Frequent staff turnover undermines institutional knowledge, disrupts donor relationships and weakens long-term fundraising performance.

As the Symposium demonstrated, the future of fundraising is not only about raising more money. It is about building organisations where fundraisers can thrive, adapt and contribute over the long term. Leadership quality and organisational culture strongly influence fundraising success.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Sanna Nupponen, fundraising coordinator, Tukilinja, Finland

How did you start in fundraising?

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

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

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

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

How has professional training in particular helped you?

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

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

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

Ingvild Vaale Arnesen, marketing manager, Sabima, Norway

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

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

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

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

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

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

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

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

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

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.

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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.

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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.

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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.

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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.

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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.

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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.