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.

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.

Advanced Competence Framework – revised & restructured

EFA Certification is a European framework for national fundraising qualifications that supports fundraising associations across the continent to develop qualifications that share a common core syllabus and competencies, while reflecting their own cultural, economic and geographic contexts.

The Advanced Competence Framework launched in 2022 to guide training providers in equipping fundraisers with the advanced knowledge, skills, and strategic capabilities required for leadership and management roles within fundraising organisations.

It has now been revised and updated to reflect the changes that have taken place in fundraising since its launch, including the increased awareness of equity and diversity (and power and privilege) in philanthropy and fundraising, developments in fundraising ethics, and the emergence of artificial intelligence. The Framework has also been substantially restructured to provide clearer differentiation between ‘leadership’ and ‘management’.

New supplementary material

In addition, EFA has launched Developing Learning Outcomes: A Practical Guide Aligned with the European Qualifications Framework (EQF) . Developed to support the delivery of Advanced level professional fundraising education, it provides guidance on how to draft, review, and document learning outcomes in a consistent, auditable, and learner-centred way, aligned with the European Qualifications Framework (EQF).

Eduard Marček, EFA executive director says:

“In today’s increasingly complex and demanding environment, fundraising has never been more critical to organisational success, with the need for high-quality professional development and strong leadership more pressing than ever as a result.

“Together, the updated Advanced Competence Framework and the new supplementary guide provide a robust foundation for training providers to design and deliver leadership programmes that equip fundraisers with the skills, confidence, and strategic insight they need to lead effectively, now and into the future, whilst sitting within the shared European framework of the EQF. This is essential for strengthening both the fundraising profession and fundraising standards, across national contexts and Europe as a whole.”

Webinar launch

EFA officially launched the Advanced Framework during an EFA Certification Webinar on Thursday, 19 March.

During the session, Ian MacQuillin, director of international fundraising think tank Rogare and member of the EFA Certification Committee, outlined the key updates and new components of the Framework, including alternative pathways adapted to different educational levels.

Victoria McQuaid, qualifications manager at the UK’s Chartered Institute of Fundraising and EFA Certification committee member, introduced the new guidance: Developing Learning Outcomes: A Practical Guide Aligned with the European Qualifications Framework (EQF).

Learning Symposium

For those influencing fundraising talent, strategy, or professional development, the EFA Learning Symposium 2026 takes place on 31 May – 1 June, in Berlin. Organised by EFA and hosted by the Deutscher Fundraising Verband (DFRV), the event will bring together Europe’s leading thinkers, educators, certification experts, and senior practitioners to address one central question: why professional fundraising education is no longer optional — but strategic. More information here.

With over a decade as a fundraising leader, and experience on a number of nonprofit boards, I’ve sat on both sides of the proverbial fence, including a lot of time immersed in the world of fundraising leaders through chairing sectoral networks. And my observation is that while the strategic challenges facing senior fundraisers remain consistent, they require new framing.

Here’s why.

Hills & waterfalls

As ‘nonprofits’, we define ourselves by what we’re not ­­– and thus from the outset undermine the opportunity of holistic organisational culture and strategy, where income fuels mission. Too often we have ambitious wishlists for services, but how to fund them comes as an afterthought. We strive for the resilience of our service users, and yet resist investing in our own. And if we do integrate income as a core strategic pillar, we seldom back it up with the necessary focus on culture.

Fundraisers therefore find themselves pushing their rock up a hill, championing income generation as a cause in itself. We try to convince upwards that being service-user led or supporter centric is not a binary choice. What other role spends more than half their time asking permission to do their job, or protecting their team from the same fate? How do we move the conversation from overhead to investment?

I dream of a world of holistic thinking, where (business-cased) business plans flow from the top down and back up again. Where they are supported by clear integrated metrics and performance management. Where bravery in delivery matches the bravery of our core mission.

How do we move to a world where instead of rolling that rock up a hill, strategy flows effortlessly from the top down, like a vibrant waterfall?

‘Everyone’s a fundraiser’

While not incorrect, this phrase keeps fundraising leaders where they are ­– championing their job as a cause and pushing that rock up the hill. It also devalues their expertise ­– is everyone an accountant? A programme manager? Quite simply, no. So this phrase continues to feed a risk already present – namely, that anyone who once organised a coffee morning, self-proclaims sufficient knowledge to run a regular giving programme.

Does that mean that board members don’t have a role when it comes to leveraging their networks, and maybe even supporting financially themselves? In short, no. But the true value of the board in empowering income generation lies far beyond being seen as an annual income stream. Rather it is about viewing the board as a strategic enabler and often symbiotically educating and equipping them to do so.

I’ve seen so many examples where the challenges being faced by the executive just simply couldn’t be resolved without board sponsorship and support. From governance structures and SLAs to fragmented strategies and risk aversion, many issues by definition need board escalation to overcome. These big-ticket items don’t move quickly ­– but without board involvement, they won’t move at all. Worst case, they may even remain unidentified.

Board perceptions, behaviours & investment

So let’s explore this from both sides of that proverbial fence…

Fundraisers, how do you perceive your board? 

Do you view your board as an inconvenience or an ally? I regularly witness two extremes.  At one end of the spectrum, the executive regards the board as ethereal all-knowing beings. Hours are spent preparing board packs and sweating over presentations. Employees face this group of oracles to hear their future and their fate. Sure, you can push back… but not too much – it’s the board! At the other extreme, board sign-off feels like a time-swallowing formality.

Much perception is of course driven by the performance and culture of boards themselves.  Often a fundraiser’s goals centre around ambition, impact, innovation and investment, while the board’s goals centre around risk management and governance. The reality is that this is a necessary and healthy tension. But it can morph into a dysfunctional relationship that impedes partnership, collaboration and progress.

We all know that active engagement and strong relationships are at the heart of all fundraising. So too we need to invest time in our board relationships. Seek sponsors and champions at board level for the projects you are most passionate about. Enter into this with explicit agreement on how involved – or not – your board members will be in delivery. After all, they are there to be a project sponsor and sounding board, not an extra pair of hands.

Your CEO is a key stakeholder in helping you navigate this. And to work with you on the case for investing in board make-up and recruitment. Make sure that this is not being neglected and that decisions are being driven by clear objectives. And avoid recruiting board-level fundraisers to do a professional’s job for free. You might see some short-term gains here but it is not sustainable and can become fraught with issues around conflicts of interest.

Some food for thought for board members.

Were you aware of the time commitment before you signed up? Have you made the time to visit your charity, to meet with the team? If you’re considering becoming a board member, be clear on how many meetings per year are involved, whether online or in person, working hours or evenings and weekends – ask these questions up front and only get involved if the requirements align with how much you can afford to give.

If you’ve come from the commercial sector, maintain care in how theory, frameworks and skills translate to a nonprofit context.  My advice is a very healthy dose of pragmatism. Take the time to understand what is and isn’t possible ­– or even advisable – in a resource-stretched context. The most powerful formula will be your wealth of experience combined with humility. Enter this board role with an appetite to learn as much as you impart.

Do you prepare for board meetings and are you prepared to stick your neck out to ask the tough questions? It’s hard to challenge the status quo. Board culture and ways of working were established long before you joined. It will be difficult to push for a longer-term investment-driven view of income in an organisation where annual budgets have reigned supreme. But this is where you balance the risk and push the executive for well thought-through pilots and business cases.

One last question though for the executive team. 

Have you ever put yourself in the shoes of a bunch of volunteers who shoulder legal responsibility for your organisation’s governance? Should boards be volunteer-led at all?  Perhaps a question for another time, but in my opinion countless issues lead back to this.

Is your funding model serving you?

Finally, what does your organisation’s income pie-chart look like now, and how do you want it to look?  But more fundamentally, is your funding model supercharging your impact or limiting it?

So how will your funding model look three, five or even ten years from now?  Will it change in size and shape and how will this enhance your impact?  Is your income mix too heavily weighted towards labour intensive funding streams? Ones that restrict capacity to invest or scale and hold back the pace of delivery?  What if you had a social enterprise arm that gave you the freedom to generate unrestricted income through new and innovative products and cultures?  How much potential lies outside of traditional ‘fundraising’ streams and might a siloed mentality be holding the organisation back?

Big questions?  Yes.  Ones to equip a board to get involved in, I’d say.

Jane Trenaman

About Jane Trenaman

In 2023, Jane Trenaman founded The HX Consultancy specialising in leadership, fundraising, insight and experience – the culmination of a 25-year career with customer experience and social impact at its heart. Her services include board level training to empower income generation.

Jane’s heart has been squarely in social impact for the past 14 years as a nonprofit leader, mentor and consultant in fundraising and public engagement. She has worked in and for nonprofits, large and small, at different stages in maturity, in diverse parts of the sector. Jane currently chairs Fundraising Director Networks in the UK and Ireland and has served on boards and advisory committees for Christian Aid Ireland, Samaritans Ireland, and the National Opera House. She is a non-executive director with Common Purpose Ireland.

Main image by Cottonbro Studio

This year’s theme is Shaping the Future of Fundraising in Europe: Technology, Trends & the Political Landscape, with the programme also including a focus on fundraising management.

Who’s it for?

Fundraising and philanthropy professionals working in nonprofit organisations and supplier-side, as well as consultants and researchers, are all invited to attend the Skillshare, with it particularly aimed at those in leadership and management roles.

About the programme

The event starts with a welcome dinner on day one, which follows EFA’s annual members-only AGA. The Skillshare programme then takes place on day two, kicking off with a look at ethical principles in fundraising and how to implement them with Hanspeter Bigler, Chair of this year’s Skillshare host Swissfundraising. ZHAW School of Management and Law will then share insights from 20 years of building a broad educational programme in fundraising management.

The programme will also include a deep dive into the European political environment and what it means for fundraising, with experts Yvette Kleekamp, Public Affairs, Goede Doelen Nederland; Eszter Hartay, Program Director, European Center for Non-For-Profit Law; and MEP Sergey Lagodinsky, who will be joining the event online.

The afternoon will see EFA members share their perspectives on two key topics: how the political landscape across European countries is influencing and reshaping the future of fundraising, and how different countries are integrating AI into their fundraising efforts, highlighting both successes and obstacles.

There will also be ample opportunities to network throughout the event, including at the Skillshare dinner on the evening of 26 September.

How to book 

The programme, as well as more information on how to book, can be found here. Once again, EFA is offering a special discount for more than one person registering from the same organisation.  The deadline for registering is 17 September.

EFA president Charlotte Rydh commented:

“The EFA Skillshare is an invaluable annual opportunity to share, learn and be inspired, and to connect with peers from across Europe in person. This year, we take a deep dive into some of the most important topics for fundraising, from ethics to the political landscape across Europe, and of course AI. We’re delighted too to include a focus on fundraising management. It’s an unmissable programme for anyone with an interest in this area or working in civil society. We look forward to seeing you all there.”

Last year’s Skillshare took place in Prague and saw a record number of representatives from fundraising associations, sector bodies, nonprofits and tech experts across Europe attend. Hosted by the Czech Republic’s Coalition for Easy Giving, the two-day event saw around 50 delegates share insights, expertise, and views on the theme of Elevate & Innovate: Empowering Fundraising in Europe. More here.

This is according to Fundación Lealtad, a nonprofit organisation which evaluates NGOs. Published ahead of International Women’s Day (8 March), its data covers the boards and leaders of the 277 nonprofits holding its ‘Dona con Confianza’ (Donate with Confidence) accreditation.

In addition to 54% having female CEOs, 44% have a woman as chair or president, and boards or governing bodies are 48% female.

This contrasts with the boards of listed companies, which are 32% female – although that figure has risen rapidly from 14% in 2014. In Spain’s central government administration, 42% of senior roles are occupied by women, while only 26% of university professors are women.

Charity caveats

While the third sector’s numbers are better than others, Fundación Lealtad says that women are still underrepresented in leadership, given that they make up 71% of all employees in these organisations.

The data reveals that there are fewer women in leadership among larger organisations – it says that 80% of female-led NGOs have a budget of less than €3.6m, while 80% of male-led NGOs have a budget of more than €7.3m.

There is also a higher proportion of women on boards in nonprofits where the chair is a woman, while 25% of female chairs and 18% of female board members have a relative who is affected by the issue which the nonprofit exists to tackle. Fundación Lealtad argues that this is “no coincidence”, given the high proportion of women who care for relatives, for whom a natural next step might be to get involved in a relevant nonprofit, and take on more responsibilities.

Ana Benavides, CEO of Fundación Lealtad, comments on the report:

“As we continue to move towards more just and inclusive societies, it is essential to recognise and celebrate these advances, while working together to overcome remaining challenges. Although an initial look at this data might lead us to think that parity has been achieved in the third sector, when you look more closely certain issues do come up, and we must give these more attention.”

Picture by Amy Hirschi on Unsplash

European inflation rates are reaching record highs in 2022, pushing up household costs and putting additional financial strain on donors. Although the number of individual givers had been levelling off in some nations well before the pandemic set in, the rising cost of living is likely to make it even more challenging for people to give. Meanwhile, the fortunes of the world’s super rich has climbed further still, widening the wealth gap and seeing nonprofits increasing their focus on major giving.

Over the past year, the world has seen record gifts from many of the most generous philanthropists, not least MacKenzie Scott, Melinda and Bill Gates, and Marcus Rashford. But how are today’s major gift fundraisers appealing to philanthropists and what insights can they share?

Speaking to experts across Europe, several common themes emerge, but none more so than the importance of building and stewarding authentic relationships with those who care deeply about the cause.

Rather than seeking out high net worth individuals to appeal for funds, it’s the relationship that comes first, with fundraisers and nonprofit leaders working hard to creating memorable, honest and inspiring moments, together with funding opportunities that align with supporters’ interests. The need for diversification beyond traditional supporter groups is emphasised, with whole-organisation support, rigorous planning and regular reporting emphasised to ensure those relationships are nurtured and sustained.

Fezzan Ahmed: Diversify your major giving pipeline – don’t just look for the big fish

Fezzan Ahmed, Jigsaw House Society / Queen Mary University of London / Fundraising Consultant

We are in the middle of the largest global anti-racism movement in our history and yet nonprofits often fail to look outside of traditional donor stereotypes to actively engage with black and minority ethnic supporters for major giving. To get this right, we need to go beyond race and ensure our approach is rooted in a genuine commitment to EDI, with values-based fundraising that is relevant to our audience. After all, if we can’t demonstrate how our work relates to their communities, how can we successfully engage and appeal to supporters in those groups?

When working with the children’s charity Barnardo’s to cultivate high value givers from BAME communities, we launched a campaign during Black History Month that celebrated and showcased the organisation’s historical role in supporting black children. To inspire Muslim donors, during Ramadan we offered Zakat-compliant giving, exceeding our target of raising £50,000 despite being new in a crowded market.

Successful major donor strategy doesn’t mean looking for the ‘big fish’ – those who have the capacity to give large amounts. It’s the relationship that comes first. Having a donor pipeline is critical – a clear strategy to funnel supporters through from being one-off or regular givers on to mid-level donors and on from there. Get to know your supporters, looking out for those hidden high value givers who may only give occasionally but whose donations add up to a considerable amount and often go under the radar. Explore how they can be recognised and what opportunities you can offer them to do more. If the focus is on getting that right, stewarding long-term sustainable relationships with genuine values-based fundraising, the rest will follow.

Fezzan Ahmed is a fundraising and marketing consultant in the UK, specialising in engaging BAME communities. He works in business development at Queen Mary University of London and is co-founder of Jigsaw House Society, a space where diverse people are inspired to change the world through impactful projects. 

Kicki Aldrin: Plan systematically and bring the whole organisation on board

Kicki Aldrin, Stockholms Stadsmission

In 2020, we started a major donor fundraising campaign for Stockholm’s City Mission with the goal of co-financing the reconstruction of St Paul’s, a church building in Stockholm that we’ve owned since 2015. With a focus on homelessness and raising funds for socially disadvantaged people, this campaign was unique. The building was to serve as a hub for charity’s social inclusion and community-based activities, for cultural events and education – a safe, welcoming and inclusive place for people to meet. Despite Covid-19, we raised 45 million SEK ( €4.3m) in only three months, 15m+ SEK over budget, and the rebuild is now near completion.

The most critical success factor was the commitment and dedication from all levels of our organisation – the former chair, our board, management, fundraisers, communication and administration. We were united in our mission – a clearly defined, attractive and unique case, conveying how this work would make a decisive difference. Our feedback programme, which continues throughout the renovation, is driving even more commitment among donors.

Choose an attractive and unique case that engages the donors and the whole organisation. Plan the campaign carefully and systematically. Evaluate, be patient and be brave.

Kicki Aldrin is fundraising manager – major donors and foundations at Stockholm’s City Mission in Sweden.

St Paul’s Church, Stockholm

Clio Gressani: Having a clear vision and bringing the ‘wow’ factor

Clio Gressani, ShelterBox UK

Imagine if you could truly hook your high value supporters into the organisation. Well, that’s our vision at ShelterBox – to be their ‘Netflix for good’, using insight, data and great storytelling to keep them glued to our mission. On a practical level, this means taking what we know about them and their philanthropic giving, and combining it with some fantastic storytelling around the impact of their gifts to create personalised stewardship plans for all our major givers.

As a vision, it’s simple. But that’s what makes it so powerful; something that everyone in our team can understand and be inspired by. They know that the relationship comes front and centre, over and above the gift. Of course we have monetary targets, but I want my team to focus primarily on the non-monetary ones: creating ‘wow moments’ for supporters; and setting up virtual coffee meetings.

What do I mean by wow moments? This can be as simple as a thank you call on the anniversary of a donor’s first gift. Done well, those calls can be incredibly moving – for our supporters and fundraisers too. Our team love carrying out those calls just as much as our supporters value receiving them – it really helps them feel more energised and happy in their work. And although the focus isn’t on income, this approach has enabled us to achieve some fantastic results; strengthening our donor relationships, achieving 60% growth and raising more than £1.3 million last year.

Clio leads the partnerships and philanthropy team at ShelterBox UK. Originally from the Italian Alps, her belief that passion is contagious has helped her lead high performing teams at Fondazione Veronesi (Milan), CIMA (New York), Peace One Day (London). 

To hear more about Clio’s insights on major giving, tune into this Bright Spot Podcast with Rob Woods. 

Michèle Joanisse: Authentic alignment of philanthropic and fundraising goals 

Michèle JOANISSE, Lausanne University Hospital Foundation

I remember calling Ms. Joli* a few months after starting in my new job as director of the foundation at Lausanne University Hospital. It had been two years since she made her gift and she had not heard from us in between. She was delighted to hear from me. What a relief!  We agreed to meet at the hospital with the scientist she supported (Professor Nicole Deglon) so we could both learn about the impact of her gift funding Huntington Disease research. She was enchanted to see the professor’s laboratory, meet her graduate students and witness the progress made because of her gift.

For three years, I kept in touch, leaving friendly voicemail messages with hopes of reconnecting, and sending holiday cards, the hospital magazine, and articles on Huntington Disease with personalised hand-written notes. Then, one day, she called me, asking if I remembered her. Having received a considerable inheritance in September 2021, she wanted to support the same scientist again. Our meeting in 2018 enabled me to uncover what inspired her gift, what she was passionate about, and discover her altruistic inclination and philanthropic nature.

For her, our visit showed the difference she had made and impact of her gift; she also discovered a scientist who nurtured her relationship with her students, someone who cared about understanding an orphan disease that affected her best friend and deep commitment to pushing the scientific boundaries. I call it an authentic alignment where all seek the same outcome. When I called Ms. Joli, my goal was to start the conversation with the hopes of building a relationship from the ground up for the long-term through stewardship. “Major gifts are inspired gifts,” says James Hodge. Our visit is what inspired her next transformative gift.

Michèle Joanisse, MBA, CFRE, is director of foundation at Lausanne University Hospital (CHUV) in Switzerland

*The donor’s name has been changed to protect their privacy.

Professor Nicole Deglon, director of the Center for Research in Neuroscience at Lausanne University Hospital, Switzerland

Birgit Winterhalter: Being ready for major gifts at an institutional level   

Birgit Winterhalter, Caritas Germany

It is often said that you learn most from your mistakes, and although we have achieved very good results with our major donor programme at Caritas Germany, it is only when something goes wrong that you really take notice.

For almost ten years we’ve been growing our major gift fundraising programme, developing a donor base and hiring new staff to focus on building major donor relationships. These highly valued donors now contribute around 20% of our annual income to Caritas and are highly committed to our work. However, it is vital that we are able to deliver on all our pledges. Institutional readiness is not just a buzzword, it is the basis for ensuring that we can deliver on the promise we make to our donors.

Just recently, one of our supporters approached me – he had donated €50 a few times in the past, but he seemed committed and wanted to do more. Video calls made him uncomfortable and there were restrictions on social distance, so we had to wait some time before we could meet in his garden. But it was worth the wait, because he agreed to provide €300,000 for a specific project in Latin America. Due to the difficult situation in the project country and despite all our efforts, our project partner experienced many delays that jeopardised the whole relationship. We had to work very hard to keep him on board. This shows that you can be the best fundraiser, but if you can’t make sure that everything else is in place to deliver on your promises, it can all be for nothing. When difficulties arise, good, honest communication is crucial. We talked openly about the difficulties and the donor continued to pledge his support.

Birgit Winterhalter is major donor fundraiser at the humanitarian organisation, Caritas Germany. 

Caritas providing medical support to beneficiaries

Pia Watkinson: Trust and transparency are key

Last month, we received the largest gift in our organisation’s history – a grant of SEK 6 million (over €570,000) from the Sjöberg Foundation to fund our rehabilitation programmes for cancer patients. As a small NGO, the CancerRehabFund relies on large donations from corporates and foundations to fund around 50% of our work. A gift of this size is hugely significant for us, enabling us to run many more rehab weeks. It came about in the simplest of ways; from a long-standing supporter, with whom we have a trusted relationship.

I met Ingemar Sjöberg (chair of the Sjöberg Foundation) and his brother Bengt Sjöberg in 2016. Bengt, who founded Sjöbergstiftelsen, died of cancer in 2017. We had several meetings at the NGO I was working with at the time, and although he didn’t donate then, we had many interesting discussions.

Last Autumn, Ingemar rang me out of the blue. He had seen which organisation I was heading now and wanted to know more. Being very knowledgeable about cancer, he asked me insightful, detailed questions about our work and finances, asking to see a proposal for three different amounts. I answered his queries transparently, and he took the proposal to his board of directors. They promptly approved the largest sum, and the donation was with us in a matter of weeks.

What’s vital now is that we provide ongoing updates and evaluation of the work, including the number of on-site visits to our rehab programmes. And of course that we continue to nurture that relationship, which is where my role as Secretary General is key. In a small NGO with limited public awareness, I think it’s crucial for senior leaders to be the driving force in nurturing these trusted major donor relationships.

Pia Watkinson is secretary general of the CancerRehabFund in Sweden.

CancerRehabFund beneficiaries with Pia Watkinson (red dress) at Frötuna Gård, near Uppsala

Related features:

Rebecca Allaigre: For transformational change, move from budget-based to mission-based fundraising

Marita Haibach: Don’t be afraid to think big

Isabel Penne: Mind the gap – the undervalued potential of middle donors

Special Focus: What do philanthropists need to help them give big?

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Main photo (top) by Aamir Suhail on Unsplash

From the start, when Skateistan worked on the streets of Kabul, our programmes had a girls-first policy. It began with skateboarding, but eventually grew to incorporate education too.  By giving girls and women at least 50 percent of the opportunities available in our programming, as well as prioritising them for professional opportunities within the organisation, we grew an organisation that put women first.

The girls-first approach came about from the lack of opportunities for girls in civil society in Afghanistan, a country where women have significantly less rights and freedoms than men. Historically, foreign interventions claiming to want to establish gender equality in the region have failed to do so. We hoped that young people, especially women, could become the change and enact the transformation that they wanted to see. So, our approach was to support a localisation of women’s empowerment through strong female Afghan role models.

Making the policy a reality

The important part of implementing this policy is to put adequate resources towards it. A girl might need 50 percent more resources to have the same opportunity as a boy. For example, we provide transport and home visits to increase girls’ participation. We do not do that for boys. It might cost 10-15 percent more to employ women long-term in an organisation, which we accept because without women in the workforce, you lose much more than the extra that you put in. Globally, women face discrimination and to improve their participation in the workplace and other parts of society, it is essential to provide them with extra resources (not only resources equal to those that men receive).

Skaters in Johannesburg. Photo by Andy Buchanan for Skateistan

Appointing women leaders

Having women leaders at all our schools globally was intended to create role models for girls attending our programmes and we really see the effect of this: 80 percent of our educators are former students.

And when done right, from the start and from the bottom up, inclusion also means more effective programmes. For example, girls started telling us early on that they wanted an indoor skating park, which never would have occurred to me as white man who feels comfortable skating everywhere.

Filling some of the top positions in the countries where we work with women candidates also made Skateistan a more inclusive workplace for women. When women asked about bringing their babies to work or flexible working hours, we listened and adjusted because we value them and want to keep them in these roles. This became our new normal and it makes our organisation a more attractive place for women to come work.

Lessons for change

It’s really hard to earmark half of the opportunities for women because of the way that most societies are set up. Many people, including women, find it hard to “positively discriminate” for women. I needed to repeat the importance of it on at least a weekly basis for 14 years. Never stop drumming the message of girls first. Otherwise the scales will not tip.

Keep on advocating. Making sure younger voices are also heard will create sustainability. There are many young girls that are ready to lead.

Read more

This story is one of ten featured in a new book of case studies from organisations committed to gender equality, produced by the FAIR SHARE of Women Leaders. All 10 organisations in the Leading for Change resource have made the FAIR SHARE Commitment, pledging to achieve gender equity in their leadership by 2030. Read more here: ‘Leading for Change: Case studies from organisations committed to gender equality.’

Oliver Percovich, Skateistan

About Oliver Percovich

Oliver Percovich first skated in an empty pool at the age of six while growing up in Papua New Guinea. In 2007, Oliver moved to Afghanistan from Australia when his then girlfriend took a job in Kabul. Looking to explore, he would skate the city, and street-working kids would follow him around and ask to try. In 2008, Oliver founded Skateistan, a grassroots ‘Sport for Development’ project on the streets of Kabul. The international organisation, based in Berlin, now runs Skate Schools and programmes for children aged 5-17 in Afghanistan, Cambodia, South Africa, and Jordan. With a focus on girls, youth living with a disability and children from low-income background, the organisation’s aim is to give youth the opportunity to become leaders for a better world.

About FAIR SHARE

FAIR SHARE of Women Leaders was founded in 2019 by a group of women in the wake of reports of sexual abuse and other abuse of power in the international social impact sector. It believes that to tackle the world’s problems, we need a sector that walks the talk on inclusivity, equity and representation. To contribute to that transformation, it takes a two-pronged approach. It holds the sector to account for gender equity by monitoring the proportion of women leaders in the sector on an annual basis with the FAIR SHARE Monitor; and advocates for Feminist Leadership as a tool for challenging dominant understandings of leadership and transforming the culture of organisations.

We speak with CEO Katie Docherty, who joined the organisation late last year about her passion for fundraising, new challenges for the sector and how the Institute is looking to grow its learning and networking offering.

What was it that first drew you into the fundraising sector?

Although I started out in politics, moving into fundraising was a very deliberate career choice for me; one that I made about 21 years ago. I had already done quite a bit of volunteering and I knew I wanted to work for an organisation that does good things, so that naturally drew me in to the charity sector. I found my first fundraising job with Anthony Nolan Bone Marrow Trust and it was there that I developed a real love for the profession.

One of my most important and memorable experiences was taking a group of supporters to climb the Inca Trail. I had to raise money myself and it really was the most incredible experience. I’d never done anything like that before and I’m terrified of heights, so walking along a path only one metre wide and 16,000 feet up in the air was a huge challenge, physically and mentally. But I wanted to understand what donors were experiencing when they do this sort of challenge or run a marathon for us. I wanted to be able to walk the talk. I stayed with the organisation for 10 years, going on to manage fundraising teams across the country, before working with Age Scotland and then taking up the post of CEO at Scouts Scotland for the next five years.

Joining the Institute last year has been a wonderful opportunity to come back to the fundraising world. I hadn’t realised how much I had missed fundraising until I got here. It’s a great time to bring change to the organisation and make sure it’s bold enough to deliver what fundraisers need and want in the UK, particularly bearing in mind how much the pandemic has changed things for us all.

When you talk about the changes, what do you think are the main challenges facing fundraisers now?

The pandemic has rapidly accelerated the pace of change in fundraising, particularly the proliferation of online and digital channels. I honestly think that some of the things happening now, might not have happened for another 10 years. This has created huge opportunities, but immense challenges too. The loss of in person events has hit the sector hard and every charity has had to adapt or find some new way of doing things. The grants market has become even more important, but that has made competition particularly tough. And of course there are completely new types of fundraising emerging too. The challenge is to learn to be agile and to be willing to accept that some of the things that fundraisers have relied on the past might not be working any more.

How do you think the pandemic has influenced the way that charities are engaging with their supporters?

I think it has reinforced the importance of two-way conversation and open, honest dialogue. Rather than telling the public what we’re doing and what support we need, more organisations are opening up about the challenges they face. As a sector, we’re getting better at communicating with people on an individual level and showing a little more of our personality along the way. We’ve seen a resurgence of the telephone for fundraising as well as newer channels like Zoom or video calls, and of course social media and messaging has boomed too. It’s those channels that enable charities to stay in touch with supporters and respond to their needs that have really helped the sector to build relationships over the past two years.

What does all this mean for the Chartered Institute?

For us too, we have to be agile and responsive, and be ready to do things differently. As a professional membership organisation, we need to be really in touch with what our members want, and make sure that we’re delivering that, and offering more learning and development opportunities. We’ve really missed live events due to social distancing restrictions, so we’re continually looking at how we can evolve and develop our events programme so that members can keep up-to-date, network with others, hear new ideas and talk about different experiences. I think that networking is more important now than it’s ever been. No one can stick with the same plan that they had before the pandemic and we need to learn from one another how best to evolve and grow.

And what are your priorities now?

At a practical level, we need to ensure that we’re providing members with the tools, learning and networking opportunities that they need to enable them to grow and be successful in their role. But we also have a key role to play in amplifying the voice of fundraisers to policymakers and promoting the profession itself. We’re working hard to ensure that – both as an employer and a profession – we can become a leader in equality and diversity.

These are big goals and collaborating with others both locally and cross borders through networks like EFA will be so important in helping us learn, develop and adapt. I’m always conscious that I bring a Scottish perspective to things and that this often differs to that of people in other parts of the UK. The only way to truly expose ourselves to new ideas, learning and best practice is to hear from others. In many ways, the pandemic has made us appreciate that even more and nurture our role within the fundraising community.

About Katie Docherty

Katie joined the Chartered Institute having spent five years as Chief Executive of Scouts Scotland. She brings her valuable insight and knowledge to lead the fundraising community as a former fundraiser for Anthony Nolan, senior manager for Age Scotland, and as a Director of the Association of Chief Officers of Scottish Voluntary Organisations (ACOSVO).

Katie began her third sector career at Anthony Nolan leading the regional fundraising team across the UK and then moved to Age Scotland as Head of Charity Services. Katie joined Scouts Scotland in 2016, a membership organisation of 40,000 young people and 12,000 adult members.

She has recently been appointed by the Scottish Government as a Board Member at Children’s Hearings Scotland (CHS).  In her spare time, she is an Assistant Beaver Scout Leader, football season ticket holder and a Fellow of the Royal Society for Arts.

More than half of the leaders surveyed say their charities have faced a surge in demand for support since the start of the pandemic last year. And almost half of charity chiefs cite concerns about the wellbeing of their volunteers.

The study echoes new findings from the 2021 Nonprofit Pulse report from EFA and Salesforce.Org, which reveals that workloads are rising and pressures on staff have increased, meaning that managing workload has overtaken concerns about raising enough money as the most prevalent challenge for nonprofits across Europe.

UK findings from the Law Family Commission on Civil Society

YouGov polling for the Commission, shows that 6 in 10 charity leaders believe the situation is set to worsen over winter due to a “perfect storm” of rising demand and funding constraints. In fact, 40% of charity leaders do not expect to have the capacity to meet growing demand over the winter.

Demand for charity support is expected to rise in response to cost of living increases, NHS backlogs and cuts to services provided by other agencies, according to the study.

At the same time, many charities are simultaneously having to deal with a large drop in funding, with research charity Pro Bono Economics estimating that the sector could be heading into winter with a permanent £6.6 billion (or €7.8 billion) gap in public giving because of the pandemic. 

Social services charities and health charities expect to be among the worst-hit by rising demand over the winter.

Matt Whittaker, LFCCS Commissioner and CEO of Pro Bono Economics, said:

“The pandemic created an unprecedented crisis for the country’s charities, with demand for their help rocketing at precisely the time that many of them faced a sharp squeeze on resources. It is a testament to the strength and resilience of the sector that it has continued to undertake so much vital work in the face of such challenges.

“After 20 months of upheaval from the pandemic, it is clear from this study for the Law Family Commission on Civil Society that charities are finding it increasingly difficult to sustain their activity. Sector leaders have told us they are bracing for a perfect storm of pressures this winter, which many do not expect to have the capacity to meet.

“Ultimately, overcoming these challenges means ensuring more resources make their way into charities from government, funders and the public. But it’s important too that we recognise the importance of the sector to our wider national outlook – particularly its potential to boost our post-pandemic recovery – by overturning the policy neglect it has suffered from for far too long.”

Photo by Doğukan Şahin on Unsplash