Why fundraising feels different in 2026
It’s fair to say things look a little difficult if you’re a fundraiser right now. I recently read through the various 2026 charity trend reports, and their headlines reflect the conversations I have with clients and candidates about the current state of the sector.
The bad news: the UK has lost six million donors in a decade. One in five people say they now can’t afford to donate. We know that charities face an uphill battle to influence a polarised public, while demand for their services has never been higher. We continue to see restructures, redundancies and recruitment freezes as budgets are shaved and all expenditure scrutinised.
I’m still finding plenty of reasons to be optimistic. Public trust in charities is largely back to 2016 levels* and, despite the pressures on fundraising teams, we’re seeing organisations invest where they see opportunities to grow. Major gifts and corporate fundraising are two areas where that investment is particularly visible.
There may be fewer people giving, but those who do are giving more. They’re choosing causes that align with their values and want to understand what their donation has helped achieve. For fundraisers, knowing who you’re talking to matters enormously, as does making the right ask at the right moment and giving people a reason to keep supporting you.
High-value giving continues to drive growth
Half of all charities said their growth was driven by exceptional gifts. Our client ZSL recently received its largest ever donation, with £20 million given towards a new wildlife health centre and animal hospital. While relying on large one-offs isn’t sustainable, established major donor programmes continue to create opportunities for growth.
High-value fundraising takes time. Supportive boards understand this, invest in the infrastructure fundraising teams need and use their own networks to open doors.
Expecting income too quickly can leave otherwise high-performing fundraising teams under unnecessary pressure, with good progress interpreted as poor performance simply because relationships haven’t yet converted into gifts.
Corporate partnerships are becoming more commercially focused
We’re seeing charities make cuts to fundraising teams while others are investing in corporate fundraising as a way to diversify their income. Companies are no longer giving for giving’s sake, so fundraisers need to articulate the business benefit of a partnership alongside its social impact and connection to the company’s CSR priorities, whether that’s increased sales or brand awareness, or supporting recruitment and retention.
In my own fundraising career, some of the most interesting partnerships came from thinking creatively about where a charity’s work connected with a company’s priorities, from GSK supporting health programmes at Crisis to working with National Grid at Young Enterprise to build tomorrow’s talent pipeline.
The strongest partnerships I’ve seen have given companies a genuine reason to get involved while keeping the charity’s purpose at the centre.
Mission clarity helps charities stand out
Over a 14-year fundraising career, I’ve seen how easily mission drift can happen. Financial pressure can make funding for work slightly outside a charity’s remit difficult to turn down, but over time those decisions can make it harder to explain exactly what the organisation exists to do and the impact it can realistically deliver.
The Good Agency‘s recent trends report also points to the relationship between brand, marketing and fundraising. When those teams are working from the same understanding of the organisation’s purpose and audience, it’s much easier to make a clear case for support.
I’ve been particularly impressed by The Dad Shift, which campaigns for better paternity leave in the UK. Its content, real-life stories and different ways for people to support the campaign all lead back to a very specific change it wants to achieve.
People don’t have to work hard to understand what they’re being asked to support or the difference the campaign wants to make.
Even in times of crisis, the UK is incredibly generous
At a time when it seems like everyone is cutting back, almost half of donors continue to give to charity each month through Direct Debits or standing orders. Together, those regular donations are worth £2.89 billion to the sector.
That’s an incredible number of ordinary people choosing to support causes they care about month after month. Regular giving also provides charities with a more predictable source of income at a time when there is pressure on other forms of giving.
Good donor data can play an important role in building loyalty, with giving patterns, interests and previous interactions helping charities understand what their supporters care about and communicate with them in a way that’s relevant to their existing relationship.
Why your fundraising proposition matters
With fewer people giving, charities need to be clear about what they’re asking supporters to fund and the difference their donation will make. Impact needs to sit at the heart of the proposition, with evidence to show donors what their support can achieve.
I’ve seen Refuge do this well a number of times, where my wife works in fundraising. Their asks often respond to what’s happening in the wider conversation around misogyny and violence against women, while staying closely connected to the reason people support the charity.
Their recent Brick by Brick campaign is a good example. Supporters were asked to buy a brick to help Refuge purchase new standalone refuge houses, giving them a very tangible connection between their donation and helping survivors reach safety.
What this means for charity leadership
Making the most of these opportunities takes experienced fundraising leadership and a board that understands what fundraising teams need to succeed. High-value relationships take time to build, and teams need the support and investment to pursue them without being under pressure to deliver immediate returns.
If you’re thinking about strengthening your fundraising leadership team or would like to discuss what we’re seeing in the current market, I’d be pleased to have a conversation.
Matt Skaife is a Principal Consultant at Peridot Partners. Prior to this, Matt spent 14 years working in fundraising and strategic partnerships, latterly in a role with Young Enterprise as their Strategic Partnerships Lead, delivering early talent partnerships with brands including Santander, Amazon and the National Grid.
*CAF suggests income fell between 2025 and 2024, but the Charity Commission suggests growth in 2026 over 2024.
