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

Kenneth Kamp Butzbach, the body’s secretary general, wrote recently that there is a paradox in the way the government praises the charitable sector and indicates that it has high ambitions for it, but then implements bills “which make it harder for organisations to raise money”.

In the article – posted on ISOBRO’s website and political news website Altinget – he points out several examples of this, with the latest being reforms to inheritance tax. By abolishing this tax when an estate is passed to nieces and nephews, the government has weakened the incentive to give legacies to charities, he argues.

Butzbach says of this specific change:

“We are undoubtedly looking into a major decline in donations from inheritance as a consequence, which will have serious consequences for the funding of social efforts, nature projects, emergency aid and support for vulnerable groups.”

Additional challenges

He lists several other changes from recent years including reforms of the country’s postal service, which has led to “rising postage prices and poorer quality”; new regulations being put on telephone fundraising; and stricter financial reporting requirements for charities’ fundraising income.

The week after that article was published, ISOBRO published another item on its website noting with disappointment that the Government’s finance bill did not contain a new foundation law, despite having been proposed earlier this year. ISOBRO says that a new law is “essential for both foundations and the many civil society organisations that cooperate with them”.

Better assessments needed

In the Altinget article, ISOBRO proposes that the government could motivate more people to give by raising or removing the tax deduction ceiling for donations.

It also suggests that it should be a requirement that all legislative processes are subject to a civil society impact assessment, similar to existing assessments which examine climate and business impacts.

Butzbach’s article concludes:

“In its own words, the government has high ambitions for civil society. But if the government and parliament say their words of praise about the importance of civil society, they must give us the framework to do our job.”

Despite the unfavourable environment, the latest Nordic Donor Survey found that Denmark was more generous than its three Northern neighbours, as previously reported by Fundraising Europe.

Picture by Wesley Tingey on Unsplash

Earlier this year, the CIOF and Rogare asked fundraisers to anonymously submit their views and experiences of inappropriate behaviour from donors or supporters via an online portal. The 212 responses highlighted the following:

• 109 (51%) reported having experienced behaviour by a donor that made them feel physically or mentally unsafe. 96 of these respondents completed further questions about their experiences.
• 76 (36%) said it had never happened to them, but knew of others that it had happened to.
• 27 (13%) said it not happened to them, and they were not aware of others experiencing inappropriate behaviour.

96 respondents completed further questions about inappropriate behaviour, sharing the following:

• 82 (88%) had experienced this behaviour more than once.
• 7 (8%) had only experienced this behaviour once but it was enough to make them feel very unsafe.
• 8 (8%) have felt seriously unsafe on more than one occasion.
• 47 (53%) see it as something that happens regularly enough that they have to be ready for it.

The main type of inappropriate behaviour reported by fundraisers in the survey was sexually inappropriate behaviour – including sexual innuendo, banter or unwanted comments, inappropriate physical contact, improper propositioning, and one report of sexual assault.

The survey found that the most significant amount of inappropriate behaviour was committed by major donors and philanthropists and carried out towards major donor and philanthropy fundraisers, but respondents also reported it from other types of donors and supporters, including event participants, friend groups, legacy/bequest donors, and trusts and foundations.

Katie Docherty, chief executive of the Chartered Institute of Fundraising, said:

“While this survey represents just a sample of fundraisers operating across the UK, the results from it are simply horrifying and unacceptable. Whether it’s one person, or 100 – a report of sexual assault, sexual misconduct or sexually inappropriate behaviour, is one report too many. No one should have to go to their work every day with the fear of this type of behaviour hanging over them.

“And while sexually inappropriate behaviour has been the main problem reported in this survey, it’s not the only one – fundraisers, whether volunteers or staff, have been shouted at and abused for simply doing their jobs and this can no longer continue. That is why the CIOF, with Rogare, is calling on all charities across the UK to sign our pledge, committing to developing and implementing a Donor Code of Conduct for their organisation – fundraisers are the beating hearts of our sector and we need to ensure they are properly safeguarded from these types of behaviours.”

A code of conduct for donor behaviour was one of the recommendations from Rogare’s Blueprint to Dismantle Patriarchal Structures in Fundraising.

Damian Chapman, chair of Rogare, said:

“Sexual harassment is the most extreme form of donor behaviour that might make fundraisers feel unsafe – but it is not the only one. Bullying both verbal and physical, making disparaging comments about a fundraiser’s protected characteristics, such as their race or sexual orientation, or interfering with their work or career might all harm a fundraiser’s psychological wellbeing.

“We want charities to pledge to safeguard their fundraisers and volunteers – from those who are working in your major donors team to your field fundraisers who are out knocking on doors or speaking to people in the street, to your events teams who are staffing cheer stations at major events like the London Marathon. While it’s unacceptable that they may experience this behaviour, they should feel confident that they can report any issues and know they will be dealt with properly and efficiently, which is why a Donor Code of Conduct is so important.”

Scottish Ballet introduced its own Donor Guiding Principles six months ago, following a two-year process that included internal consultation with Board members, consultations with fundraisers and input from dancers, whom the code is also designed to protect.

Antonia Brownlee, its Director of Philanthropy explained:

“We chose to restate the values that Scottish Ballet adheres to – such as anti-racism, and a zero-tolerance approach to discrimination and improper conduct – and invited supporters to join the organisation in living those values. These principles are sent to patrons when they first join, asking them to confirm that they have read and acknowledge the code, and are resent when patrons renew their annual support.

“Six months on from its introduction, there has not been an incident for which the principles have needed to be invoked. But just having them in place has made Scottish Ballet’s fundraisers feel more confident in dealing with any problems that might arise – having this donor code of conduct has really empowered us to feel confident in starting values-led conversations at the very beginning in discovery meetings with potential donors.”

Picture by Pixabay on Pexels

Among other recommendations, it urges the sector to “create spaces for dialogue”, embrace complexity, and to “identify and remove polarising phrasing” from websites and documents.

Communicating in a Polarised Environment – Insights and practical strategies for philanthropy communications professionals says that philanthropic organisations should consider how to respond to divisive rhetoric without adding to the polarisation – and how to play a role in “rebuilding trust and fostering civic engagement, particularly among younger, digitally fragmented audiences”.

On avoiding the traps of polarising communication, it says:

“Oversimplified ‘problem–solution’ narratives that blame one group and idealise another may seem efficient, but they risk reducing complex issues to adversarial binaries. Similarly, dystopian or crisis-driven messaging can create a sense of urgency that shuts down reflection rather than encouraging thoughtful engagement.”

Other recommendations in the report include suggesting that organisations should “weigh when engagement is constructive and when it may inflame tensions”. In certain circumstances, offering “quiet support and backing your grantees” may be more sensible than public statements, the report says. If a controversy escalates, it may be important to consider the reaction of donors and corporate partners.

Additionally, funders must “be prepared for long-tail visibility – and vulnerability – of the work they support”. One of the document’s case studies describes how a charity’s project became the subject of heated debate long after it had been implemented, rather than at the point of launch.

The report was authored by Sevda Kilicalp, head of research and learning at Philea. It is based on learnings from a gathering of Philea’s Communications in Philanthropy Community of Practice network, held in March 2025.

Commenting on how charities can balance their fundraising imperative with these important principles around avoiding polarisation, Philea says:

“There is a natural and longstanding tension between the simplicity and urgency often required in fundraising, and the responsibility to communicate complex issues with care, especially in today’s polarised environment. Fundraising professionals, like many communicators, are under pressure to prompt action quickly and efficiently. That often means distilling grim realities into clear, emotionally resonant messages that drive donations. But oversimplified ‘problem–solution’ narratives or crisis-driven appeals can inadvertently reinforce adversarial binaries or overwhelm audiences, shutting down reflection rather than encouraging thoughtful engagement.

“What we aim to do with this publication is not to prescribe a single ‘right’ way to communicate, but to invite reflection. Are our messages truly resonating with our audiences? Are we moving them to care and act, or are we unintentionally driving fatigue, fear, or division? The most effective communication inspires action through empathy and connection, not pressure or blame. And that’s where the opportunity lies.

“Snappy, memorable messages still have their place in fundraising, but effective fundraising doesn’t stop there. These initial messages can be paired with deeper materials that invite reflection and build understanding. For instance, a compelling tagline or urgent appeal for donations can be the entry point, and then you can guide your supporters to podcasts, reports, videos, or infographics that explore the issue in more depth and vice versa. 

“This layered approach also allows fundraising to connect with other forms of engagement like advocacy, activism, volunteering, and learning. Organisations are increasingly blending fundraising with community-centric strategies, equity-focused narratives, and volunteer mobilisation. When fundraising is part of a broader ecosystem of participation, it becomes not just a transaction, but a relationship, one that can grow, and be sustained over time. 

“These approaches don’t dilute the message, they deepen it. They allow organisations to build trust, foster understanding, and sustain engagement over time. And it starts with asking better questions about how we frame our stories, and why.”

According to CII, the survey is the largest of its kind ever undertaken in Ireland, with participation from 176 organisations representing €1.93 billion in total income, €444m in fundraised income, and over 31,000 employees. The report provides a picture of the state of fundraising across the country and highlights both the opportunities and challenges the sector faces.

Key findings

Fundraising is driving impact
Fundraisers make up just 3.5% of total staff but are responsible for generating 23% of total income. In some sectors, particularly environmental and animal welfare, up to 82% of income is fundraised, underlining how critical fundraising is to sustainability and growth.

Skills and systems gaps are holding organisations back
While most respondents recognise the importance of data, 60% reported having only one or no staff dedicated to CRM or reporting. Many fundraisers are working without the digital tools, training, or support needed to analyse data, scale activity or innovate confidently.

AI and digital potential is high but underused
There’s strong interest in emerging technologies like AI, but adoption remains low, limited by time, training and concerns about ethics and data protection.

The sector is ambitious but needs support
Fundraisers are optimistic about growth, but making that sustainable will require investment in skills, infrastructure, and long-term capacity. We are calling on government, boards, and funders to recognise this need and support the sector accordingly, especially in line with Ireland’s Digital First strategy.

Speaking in her foreword to the report, CII CEO Áine Myler says the report marks “a critical step in closing the long-standing data gap that’s hindered smart, sector-wide fundraising strategy.”

 She continues:

“Good data isn’t a luxury — it’s essential. It shows what’s working, what’s not, and enables smarter resource allocation, stronger investment cases, and greater impact. We undertook this survey to inspire Boards to build data strategy, fundraising teams to plan, corporate partners to engage and funders to invest in ways that could make the sector even more impactful. The survey findings clearly demonstrate the need for access for the Charity sector to the same digital supports as the Business and Public sectors, in keeping with the Government’s Digital First strategy for our country.”

The report was commissioned by CII and conducted by NFP Synergy and HX Consultancy in early 2025. It marks the beginning of a multi-year research effort to build a strong evidence base for the sector and help charities benchmark performance and share learning.

Read the full report here.

Picture by Lukas on Pexels

The campaign launched the week after the collapse of the country’s far right-led Government, which saw GDN react with guarded optimism, saying that the administration had had “far-reaching consequences for a large number of charities”.

New elections will be held on 29 October, and the new ‘Geef ons de ruimte!’ campaign, whose name translates to ‘Give us space!’, aims to secure support from whoever forms the next Government.

Alongside GDN, other partners in the campaign include the Dutch Olympic Committee (NOC*NSF); cultural and creative sector groups Kunsten ’92; human rights coalition BMO; and Christian and Jewish group CIO.

The campaign strapline is ‘Samen verzetten we bergen’ (‘Together, we can move mountains’). Its website argues that the Dutch population gives time, money and energy to support these organizations and their ambitions, but that the space these organizations need to do their job is “under pressure”. It says:

“The government is increasingly taking measures that limit the scope for social initiatives. Our freedoms are no longer self-evident.”

The campaign’s seven asks of Government are:

• encouraging volunteering for employees and young people;
• protecting democratic rights and freedoms such as freedom of association and protest;
• strengthening the tax deduction on gifts to increase giving;
• allowing civil society groups to communicate with the public through post, telephone and face-to-face interactions (rather than regulating these channels further);
• getting the right balance of self-regulation and external oversight of such organisations;
• keeping track of the burden posed by new laws and regulations; and
• Preserving and strengthening the existing Dutch Lottery and its support for good causes

The campaign launched with a full-page advertisement in newspaper Trouw, direct communication with politicians, and messaging on LinkedIn and Bluesky. An event will be held in The Hague in September.

Ensuring ‘ruimte’ (space) for the sector is also one of the five policy priorities for GDN itself, as outlined in its new policy plan for 2026-29, unveiled the week before the new, broader campaign.

The plan’s proposals for fundraising include improving public support for fundraising itself, and improving the expertise of fundraisers, as well as ensuring that charities develop their fundraising to reach broader groups of donors, in order to reduce their financial risk. The other three areas in the plan are: ensuring a positive, accurate public perception of the sector; supporting the sector to improve its leadership and innovation; and improving the sector’s digital capabilities.

In the mid-1970s, the first studies on the use of persuasion techniques for fundraising purposes were published in academic journals. The purpose was to understand the psychology of human generosity by adding short phrases in a donation request, that would somehow trigger us to say ‘yes’ to give money to a good cause. These techniques were named foot-in-the-door, door-in-the-face, the pique technique, etc.

For instance, with the foot-in-the-door technique the charity tried to get prospective donors to first comply to a small request (for instance: would you sign this petition?) which would increase the likelihood that they would comply with a later-larger request (for instance: will you donate money?).

Such persuasion techniques were interesting for several reasons. For one, they quantified the extent to which donation decisions could be influenced by words that had nothing to do with the merit of the charitable cause. In addition, they were very cheap and easy to use.

The value of this type of research, wasn’t to show that we were susceptible to manipulation—we already knew that—but rather to show how susceptible we were and which techniques we could all use to become better at influencing others.

Today, we have an abundance of easy-to-implement persuasion techniques at our disposal. We see them frequently and we use them to get people to say “yes” to supporting our worthy cause.

The only problem is that potential donors are growing increasingly frustrated with being the targets of manipulation attempts.

This is reflected in the following three fundraising challenges:

1. Avoidance Behaviour: Research shows that people are willing to sacrifice time and money to avoid a donation request. We take a longer route to our car to avoid being seen by a street canvasser, and we’re less likely to visit a commercial website if we expect to be met with a donation request from a charity.
2. Spam Categorization: Technological or legal measures are being implemented to protect people from unwanted solicitations. This includes spam filters on email accounts, spam-identifying apps on phones, and restrictions on street canvassers implemented by municipalities and local stores. Did you know that every time an NGO launches a telemarketing campaign, the Danish phone directory site 180.dk categorizes the calls as potential spam? This is a problem for fundraising organizations.
3. Manipulation Sensitivity: Recipients of donation requests have gradually learned to identify attempts at manipulation. What was clever in the 1970s is now obviously manipulative. For instance; research shows that images of crying children motivate recipients to donate money, but at the same time, also irritates them. So, while the image triggers a desire to stop the crying, it is also interpreted as an attempt at emotional manipulation. The result is that the effect of the image is canceled out by the sensitivity to manipulation. You could say that it ends in a fundraising zero-sum situation.

Implications for fundraising?
There are still plenty of researchers and fundraising practitioners who focus on developing new variations of old persuasion techniques. But new fundraising directions are also emerging that document and address the three challenges mentioned above.

I will conclude with four solution-oriented headlines presented by this research:

1. Have the courage to reduce manipulation and give your donors ownership of the relationship and the donation appeal.
2. Show empathy to your donors and acknowledge, in your communication, that requests can be annoying.
3. Work more with segmentation by trying to reduce the number of recipients who respond negatively, or not at all, to your requests (when 5% of recipients of an email campaign donate, do the remaining 95% become slightly annoyed? If so, can we filter some of those for whom the message is less relevant out?).
4. And my personal crusade: Get better at evaluating for long-term gain. Ask your organization: Do our KPIs help us create long-term value, or do they just make us better at persuasion for short-term gain?

Hopefully, fundraisers will increasingly be willing to experiment with approaches that recognize and overcome these challenges.

References used in text

Andreoni, J., Rao, J. M., & Trachtman, H. (2017). Avoiding the ask: A field experiment on altruism, empathy, and charitable giving. Journal of political Economy, 125(3), 625-653.

Adena, M., & Huck, S. (2020). Online fundraising, self-image, and the long-term impact of ask avoidance. Management Science, 66(2), 722-743.

Kang, I. H., Leliveld, M. C., & Ferraro, R. (2022). The impact of facial emotional expression on the effectiveness of charitable advertisements: the role of sympathy and manipulative intent. Journal of Behavioral Decision Making, 35(5), e2281.

Shaw, S. (2019, June 12). Consumers are becoming wise to your nudge. Behavioral Scientist.

Kamdar, A., Levitt, S. D., List, J. A., Mullaney, B., & Syverson, C. (2015). Once and done: Leveraging behavioral economics to increase charitable contributions. Science of Philanthropy Initiative Working Paper, 25.

Damgaard, M. T., & Gravert, C. (2018). The hidden costs of nudging: Experimental evidence from reminders in fundraising. Journal of Public Economics, 157, 15-26.

Thomas, S. A., Feng, S., & Krishnan, T. V. (2015). To retain? To upgrade? The effects of direct mail on regular donation behavior. International Journal of Research in Marketing, 32(1), 48-63

Jacob Schjødt

About Jacob Schjødt

Jacob Schjødt is a Ph.D. Candidate in Private Donor Management at Copenhagen Business School (CBS). He teaches behavioural science and marketing at CBS and donor retention for fundraising practitioners in Denmark. In collaboration with several Danish charities, Jacob conducts research on the effect of fundraising communication on acquisition, retention, and upgrade behavior. He has a background in behavioral science, customer journeys, and started his interest in fundraising as a face to face fundraiser.

Picture by Miguel Á. Padriñán 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.

The partnership will strengthen EFA’s reach in three key ways:

1. Expanded network and collaboration: Philea brings together a diverse range of philanthropic organizations, foundations, and networks from across Europe. Joining it will enable EFA’s members to connect with a broader community of stakeholders, fostering collaboration and the exchange of best practices.
2. Enhanced advocacy and influence: Philea is known for its strong advocacy efforts at the European level. Contributing within Philea will enable EFA to amplify its voice and influence policymakers on issues related to fundraising and philanthropy, with the aim of helping to achieve more favourable regulatory environments and increased support for nonprofit organizations.
3. Access to resources and knowledge: Philea provides members with access to a wealth of resources, including research, toolkits, and training programmes. EFA will leverage these to strengthen its own capacity and support for members.

Cooperating on public affairs will be central to the partnership, and a first joint meeting was held in early April with this focus. EFA’s Public Affairs Working Group members are joining Philea’s Legal Affairs Committee to share their expertise and contribute to major current issues (such as the EU AML Package, and the European Civil Society Strategy), and to bring their perspective on fundraising issues.

Philea’s monitoring will eventually cover EU consumer rights texts that have an impact on direct and digital marketing (in particular), in addition enabling EFA to participate in increasing awareness and influence where regulation is concerned in this area.

EFA also fully supports Philea’s European Philanthropy Manifesto, which calls for a Single Market for Philanthropy and Public Good.

Laurence Lepetit, EFA board member with responsibility for public affairs, and CEO of France générosités, comments:

“Partnering with Philea brings additional strength and resource to both organizations that will benefit not only our members, but the wider fundraising community across Europe.

“At a time when the European civic space is shrinking and organisations, both associations and foundations, are being challenged in their vocations and models, it is essential to build strong cooperation between the fundraising and philanthropic sector.”

The National Council for Voluntary Organisations (NCVO)’s new UK Civil Society Almanac 2024 covers the 2021/22 financial year – this lag is due to factors including the 10-month gap between a financial year ending and a charity’s deadline for submitting accounts.

It shows total sector income of £69.1bn (€82.7bn), up 9% from the previous year’s £63.5bn (adjusted for inflation). Costs of generating funds, including fundraising costs, were £6.3bn (10% of sector outgoings): down from an inflation-adjusted £7.5bn (or 12% of the sector’s total expenditure) in 2020/21.

As such, the fundraising ratio for the sector reached 5.54, up from 4.73. The ratio had steadily grown from 3.91 in 2012/13, the only time it has dropped below four. It has only twice before exceeded five – in 2000/01 and 2007/08.

Fundraising ratio explained

The fundraising ratio is calculated by dividing the total voluntary and generated income by the amount spent raising funds, minus the cost of managing investments.

A note in the data tables accompanying the Almanac says:

“We believe this provides a good overall indication of fundraising performance by capturing the full range of fundraising income and costs.”

Government income drops

The public remains the largest source of sector income (providing 48%), while Government income – including grants, contracts and service fees – declined from 30% of total income in 2020/21 to 26% in the latest year.

Micro and small organisations (defined as those with an income of less than £100,000 per annum) received the largest proportion of their income from Government, at 37% – a significant increase from 15% in 2020/21. Meanwhile, public income for these nonprofits dropped from 54% to 25% of revenue.

Larger organisations, with income in excess of £1m, received 51% of income from the public and less (27%) from the Government – representing a shift from 46% and 33% respectively in 2020/21.

The Almanac shows that the public is the single largest source of income for 15% of all voluntary organisations, rising to 46% of larger (£1m-plus) organisations.

Social first

Social services was the largest sub-sector of the UK voluntary sector in 2021/22, accounting for 23% of total income and 19% of all organisations.

The next largest sectors in terms of income were health (12%), and grant-making foundations (11%). In terms of number of organisations, it was culture and recreation (15%) and religion (10%).

Nearly half (49%) of UK voluntary organisations have an income of less than £10,000.

Photo by John Cameron on Unsplash