Currently, gamblers can place bets on the outcome of the country’s state-licensed National Lottery at private bookmakers, rather than buying tickets for the lottery itself.

Because those bets are taken by private sector bookmakers, they do not contribute to the revenues of the Lottery, which has distributed more than €6.5bn to charities and good causes since it was established 39 years ago.

Research conducted for the National Lottery estimates that lottery betting takes €81m from charities each year, and links the practice to the loss of an estimated 1,929 jobs in the charity and retail sector, and €12.7m of government income.

Lottery betting is already banned in 25 of the 27 EU member states. The National Lottery is calling on the Irish government to follow suit.

Áine Myler, chief executive of EFA member CII, says:

“On behalf of our members and the wider sector, we support the National Lottery’s call to prohibit lottery betting in Ireland, as it diverts funding away from the causes the National Lottery is intended to support. CII has made numerous representations to government for this change to be implemented, and so we now urge the minister again to address this issue.”

The National Lottery’s recommendation is also supported by the Retail Grocery Dairy & Allied Trades Association.

The loi de 1901 turns 125 this year. When it was passed, it did something simple and radical: it gave citizens the right to organise collectively without asking the state for permission. That founding principle has held. Today, France counts around 1.5 million active associations and over 6,000 foundations and endowment funds working across every field of the public interest — healthcare, education, environmental protection, social inclusion, human rights. France accounts for nearly two in five of all associations in the European Union, an associative density 2.5 times higher than the EU average, with nearly 1.8 million employees and 13 million volunteers.

Yet in December 2025, the CIVICUS Monitor downgraded France from “Narrowed” to “Obstructed” — placing it alongside Germany and Italy, and more than 50 other countries, in the third tier of civic space. For a self-declared mature democracy, this is a signal that cannot be ignored. Since the dissolution of the National Assembly in June 2024, those of us working in and alongside civil society have felt an unmistakable acceleration: restrictions coming faster, the political climate hardening, and with a presidential election on the horizon, a shared unease about what comes next.

The funding squeeze: public and private under pressure

The most immediate pressure is financial. Several regions have engaged in systematic defunding of the associative sector. In Pays de la Loire and Auvergne-Rhône-Alpes, associations working in culture, social justice, feminism and environmental protection have seen their subsidies drastically reduced — sometimes with openly hostile rhetoric from elected officials. Across France, nearly 50% of regional and local authorities cut their budgets for civil society between 2024 and 2025.

The threat reached the national level too. In July 2025, a joint report by two public inspectorates proposed a sweeping reform of the tax incentives underpinning private giving. If adopted, the proposals would have reduced donations by an estimated €1.1 to €1.5 billion annually. The sector pushed back hard. The Prime Minister’s office eventually confirmed that no such measures would feature in the 2026 Finance Law. But the episode left its mark — not just as a threat averted, but as a sign that fiscal stability for civil society can no longer be taken for granted.

Legislation as a tool of control

The regulatory environment tells a similar story. The 2021 “Séparatisme law” introduced expanded powers to dissolve associations by administrative decision, creating for the first time the possibility for the state to withdraw tax-deductibility from donor-supported organisations without a court ruling. The sector opposed it formally and publicly. It passed anyway. Since then, year after year — in the 2024, 2025 and 2026 Finance Bills — amendments have targeted organisations working on environmental protection, animal welfare and migration rights, proposing to automatically suspend their tax-deductibility. In April 2026, a new Interior Ministry bill went further still, extending dissolution powers to situations where there is no direct evidence of incitement to violence.

A Senate inquiry commission launched in February 2026 added another layer of pressure. Nominally focused on the financing of public policies by private foundations, its framing conflated legitimate philanthropy with political influence — casting a shadow over the sector well beyond its stated target. France générosités appeared before the commission to defend the sector’s track record. EFA, PHILEA and ERNOP were invited to contribute a European comparative perspective on philanthropic transparency standards — a reminder that these debates extend well beyond France’s borders.

Stigmatisation and the erosion of trust

What is harder to legislate against — but no less damaging — is the language being used about civil society. Environmental organisations have been publicly called “eco-terrorists” by government figures. Associations supporting migrants have been cast as facilitators of illegal activity. In June 2025, the Planning Familial (one of France’s oldest and most respected health organisations) saw its public funding threatened, triggering a collective response in Le Monde from dozens of organisations. The Observatoire des Libertés Associatives has been documenting this pattern for years: not isolated incidents, but a sustained effort to discredit organisations that challenge the political mainstream.

For fundraisers, the consequences are practical. Donor confidence does not survive indefinitely in a climate of deliberate stigmatisation. However, in 2025, individual donations grew by 3.6%, the strongest increase since 2021. A small signal, but an encouraging one in those difficult times.

Fighting back: collective pride as strategy

In the face of dismissive rhetoric, the sector has chosen to respond with a joyful and unifying campaign that expresses our pride in a country where the voluntary sector is thriving. Associations and foundations have joined forces around a simple message: civil society is not a problem to be managed. It is democracy in action.

This convergence has produced a unified public campaign. La France qui (se) bat — “France that fights (for itself)” — launched on 4 June 2026 to mark the 125th anniversary of the loi de 1901. Our aim: to mobilise the French public, demonstrate their commitment to the voluntary sector, and remind our elected representatives and presidential candidates of the importance of protecting this sector for a vibrant democracy.

Laurence Lepetit, chief executive, France générosités

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.

Click images to enlarge

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/

As was also the case in the World Giving Report 2025, Europeans gave away less of their income to good causes than anyone else last year — 0.6%, compared with 1.6% in Africa, 1.2% in Asia, 0.8% in both North America and Oceania, and 0.7% in South America.

South America is also the continent where least people (50%) gave (by any means) to good causes in 2025, versus 57% in Europe, and slightly more than two-thirds in both Africa and Asia.

Ukraine the ‘belonging’ outlier

CAF says that around the world, 66% of people feel a strong sense of belonging to their local community — but the figure is below 50% for all of the 11 European nations in the survey.

People in 10 of those European countries all gave on average less than 1% of income to good causes in 2025. The outlier is Ukraine, with 1.2%. Meanwhile, people in countries with a higher sense of belonging gave on average 1.7% of their income.

CAF found that younger people are nearly twice as likely than older people to say that community plays a large role in their life, whether local, religious or online (54% of under-34s, versus 31% of over-55s).

Donors in higher income countries are also more likely to give to charities that work around the world than those in less wealthy states — and Norway and Sweden are the only countries in which more than half of donors give to global charities.

Government influence and impact stories

The report also says that people who see the impact of charities in their local area are more generous. Nearly two-thirds (62%) of people globally say that charities have had a fairly or very positive impact in their local community, rising to 75% in Africa. In Europe, almost half (48%) of people say that charities make no difference locally, or that it is impossible to tell what the impact is.

Those who see a positive impact donated three times more as a proportion of income supported twice as many causes, and gave to more charity types, CAF says.

Ashling Cashmore, head of impact at CAF, comments:

“Where we have seen charities tell impact stories that donors have really connected with, it has been easier to build the kind of trust and engagement that sets them up for longer-term success.”

CAF also asked people what they thought of their government’s support for a culture of giving — 40% globally agreed that their government encourages giving, rising to 55% in Asia and 51% in Africa.

In Africa, Europe, North America and South America, governments talking positively about charities was seen as the main way they encourage giving.

Meanwhile, Asian respondents said that good charity regulation was the top answer to how governments inspire giving, while tax incentives was the most common response in Oceania.

CAF was supported by a number of global partners in putting together the report, meaning there are deep-dives on many of the countries in the survey including Bulgaria, Finland, France, Germany and Italy.

Charities Institute Ireland has announced Scott Kelley (pictured right) as its next CEO. Currently COO, Scott also sits on the EFA board as treasurer.  Scott will formally take up the role at the end of July, following a handover with Áine Myler.

Elsewhere, Association Française de Fundraisers, ISOBRO & Fundraising Norge have all appointed new chairs and presidents in recent weeks, while EFA associate member Philea has also chosen its new leadership.

Association Française de Fundraisers

The AFF has a pair of co-presidents for the first time in its history: Damien Cousin from international NGO CCFD-Terre Solidaire, and Véronique Desnoyers of Petits Frères des Pauvres, which supports people isolated in old age.

They succeed Jonathan Hude-Dufossé, who had served four years as president.

Fundraising Norge

Elin Tvedt of children’s charity Right to Play has been chosen as the chair of Fundraising Norge for 2026-27, a year after joining the board.

She takes over from Karl Magnus Rohde-Næss, who had held the role for the past three years.

ISOBRO

EFA’s Danish member ISOBRO said goodbye to its chair of five years Ann Leiskiko, as she was succeeded by vice-chair Ruben Holmgreen Falk of Kirkenes Integrations Tjeneste, a church charity working with refugees and immigrants.

ISOBRO’s board of directors consists of:

• Ruben Holmgreen Falk, chairman, Churches’ Integration Service
• Jane Kofod, Vice President, Danish Cyclists’ Association
• Tina Engberg, Animal Protection
• Merete Gotsæd Falkenstrøm, Save the Children 
• Lisbet Christoffersen, Children’s Terms
• Camilla Nissen Toftdal, The Osteoporosis Association 
• Katrine Lester, Danish Seniors

Philea

Philea members have elected a new board of directors for 2026-28. The board will be led by Liisa Suvikumpu of Säätiöt ja rahastot (the Association of Finnish Foundations) as president (photo: at podium), alongside Megan Challis from UK-headquartered health research funder the Wellcome Trust as vice-president (left of podium).

They succeed Àngel Font and Carola Carazzone respectively.

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.

The new board comprises:

• Tomek Cholast: a crowdfunding practitioner, fintech expert, and entrepreneur with 20 years of experience. Co-founder of Zrzutka.pl and 4fund.com, he is in his element on the Internet and views technology as a tool for change.
• Anna Gryżewska: for whom NGOs are a passion and a major part of her professional life. She enthusiastically participates in the sector’s transition “from sweaters to suit jackets,” doing her best wherever she is needed.
• Aleksandra Marciniak: Press Officer, specialist in personal and organisational branding, a LinkedIn enthusiast, and a fanatic for work that truly matters. She specialises in fundraising communication.
• Miłka Szotek: a strategic optimist, ambassador of listening between the lines, and an enthusiast of discovering human potential. She believes that real fundraising starts with mindfulness, and that the strongest foundations are built on values and relationships.

Robert Kawałko remains at the head of the board. Twenty years ago, he was among 18 visionaries with a single dream: that a lack of money should never stand in the way of doing good. As president, he continues to be the guardian, promoter, and enthusiast of this vision.

The General Meeting of Members took place at the end of Fabryka Fundraisingu — an event that brought together 73 specialists in Allegro to discuss important, inspiring, and thought-provoking issues, and share their knowledge and experience.

Speakers included Maya Olszewska on the ethical certification system for NGOs, which will introduce a new quality mark, and Sylwia Kobayashi, who shared insights on how fundraisers can build relationships using empathy and the principles of Nonviolent Communication (NVC).

In expert circles led by Tomasz Chołast, discussions focused on attracting people to organisations, strengthening the brand, transitioning from a founder-led model to team management, and dealing with emotional overload and resource shortages.

The day also saw the presentation of diplomas to the graduates of the Professional Fundraiser Course CFR16 and the welcoming of new members. The icing on the cake was… a birthday cake to celebrate the association’s 20th anniversary.

Nearly nine out of 10 (86%) of the 375 people surveyed for L’usage de l’IA au sein des OSBL say they use AI at work — with 29% using it every day, and another 47% using it several times a week.

But just over half (55%) of those AI users are doing so outside of frameworks or structures put in place by their organisation — making it so-called ‘shadow AI’.

The most common use of AI is for editing (88% of respondents are doing this), followed by research and monitoring 69%) and communication (36%), while only 15% are using it in their fundraising strategy.

The report finds that senior staff and directors more often use tools recommended by their organisation, while more junior staff are more likely to be shadow AI users. It also says that leaders consistently see their organisation as more sophisticated in its AI use than their teams do.

Nearly two in three respondents (66%) use ChatGPT, while around two in five use Microsoft Copilot (42%) and a fifth (22%) use Google Gemini. Users of AI employ on average 2.5 different AI applications.

Despite organisation’s lack of consistency and the tension between leader’s views and those of their colleagues, France générosités says that the report is inherently promising, commenting:

“Respondents envision real added value from AI in areas that are still relatively untapped: data collection, search, and management. The perceived potential is significant. However, moving from envision to practice requires structured support, identified resources, and appropriate governance.

Also this month, Fundraising Europe reports that UK fundraisers are keen to use AI, but need better guidance, case studies and funding in order to make it a more effective part of their work.