For small charities week 2026, Charlotte Sherman, Policy Manager, shares how small charities can use the learnings from Philanthropy 2035 to strengthen their major giving programmes.
High-net-worth (HNW) giving is likely to evolve considerably over the next decade, driven by a range of social and technological changes. The intergenerational transfer of wealth will bring in a new cohort of younger donors, meanwhile advances in technology are having an inevitable impact on both giving behaviors and fundraising best practice.
With many philanthropists seeking authentic, meaningful relationships that translate into real impact for the communities and causes they care about, small charities are the best placed to make the most of the evolving philanthropic landscape. They also have the most to gain from doing so. A single major gift has the potential to transform an organisation's impact, providing both immediate funding and the stability and confidence to invest in long-term growth.
The charities most likely to succeed in growing their major giving income will be those that cultivate an internal culture of philanthropy. In practice, this means all stakeholders, from trustees to frontline staff, recognising that building donor relationships is not solely the responsibility of the fundraising team, but something that is supported across the organisation.
Following in-depth research with fundraising leaders, we have identified five steps small charities can take to boost their major giving programmes:
When it comes to building and sustaining major giving programmes, trustees contribute in a number of important ways.
From a strategic perspective, they are responsible for making sure that their charity is well managed and fulfilling its mission. This is critical to ensuring that philanthropists feel confident about supporting the charity. And as the intergenerational transfer of wealth takes hold, demonstrating strong governance and culture will become essential as many younger donors are prioritising supporting organisations whose overall values – for example how they treat their staff and volunteers – align with theirs.
On a practical level, trustees need to proactively support fundraising. This involves making sure their fundraisers have the appropriate investment to effectively cultivate and steward major donors.
Equally, they can use their platform as leaders to champion their organisation, talking about why they support their charity and encourage others to do the same. Unlike other forms of fundraising, there are no formal or specific channels to meet philanthropists, rather these connections happen organically – at events, or through referrals from friends and family. As a result, trustees can play an invaluable role in opening doors, making introductions, and creating opportunities for philanthropic support.
With a wealth of information available online, it has never been easier for philanthropists to research the causes they care about. As a result, many are seeking deeper and more meaningful engagement with charities before making a significant gift.
Providing opportunities for donors to speak directly with senior leaders, frontline staff or others involved in delivering the charity's work can help bring its impact to life. These conversations not only offer valuable insight into the organisation's mission and approach, but also create a more engaging and authentic experience for prospective supporters.
Whilst communicating impact has always been fundamental to good major donor fundraising, donors are now seeking accessible, jargon-free information about why the charities they support make a difference. They want to be able to quickly understand what the organisation does so they can decide if it aligns with their philanthropic goals.
Fundraisers therefore need access to both compelling case studies and the latest data, and evidence of impact that can be woven into fundraising materials and donor conversations. Finding this information, however, is only possible if frontline colleagues proactively share this information with them.
A personalised stewardship journey that makes a philanthropist feel like they are part of the charity can be instrumental in securing long-term support and unlock large, transformational gifts. As such, fundraisers need to be creative, thinking beyond a ‘one-size-fits-all' approach, taking time to understand what matters most to their donors and, where appropriate, make it happen. It could be as simple as remembering key milestones in the donors’ life such as a wedding anniversary and sending them a card signed by the Chief Executive. Alternatively, it could be offering them the chance to attend talks from experts or come on field visits so they can learn more about the cause.
When such relationships have been developed, it can then open up opportunities to ask for other types of support. For example, suggesting that the donor leaves a gift to the charity in their Will.
Getting to know a donor’s priorities and preferences, then finding opportunities that resonate with them requires a significant amount of time. This is especially challenging for fundraisers in small charities, many of whom will be responsible for other income streams alongside major giving. Fortunately, there are now a range of simple tools that can assist fundraisers in making efficiency gains, such as using artificial intelligence to help write fundraising copy, or automating routine tasks such as reminders about when to reach out to donors.
The future of philanthropy will be shaped by new donors, new technologies, and changing expectations. But the fundamentals remain the same. Donors want to support organisations they trust, understand the impact of their giving and feel connected to the causes they care about.
For small charities, success will not depend on having the biggest fundraising team or the largest budget. It will depend on their ability to build relationships, tell compelling stories and create meaningful opportunities for people to engage with their mission.
