As we look towards May’s elections in Wales and Scotland, a clear message is coming through from the third sector: fundraising sustainability must be treated as core civil society infrastructure, not an afterthought.
Across both nations, sector leaders are calling for a reset in how governments work with charities and voluntary organisations. In Wales, the conversation builds on a long tradition of partnership working between government and the voluntary sector. In Scotland, it sits alongside renewed discussions about strengthening collaboration and long-term agreements with the third sector.
At UK level, the recently agreed Civil Society Covenant between the UK government and civil society organisations has reinforced this direction of travel. The Covenant commits to principles of partnership, respect, transparency and longer-term thinking in government–sector relationships. While devolved administrations operate in their own political contexts, the Covenant raises expectations everywhere: that civil society should be treated as a strategic partner, not simply a delivery arm.
For fundraisers on the ground in Wales and Scotland, that broader commitment must now translate into practical action.
Short funding cycles and tightly restricted grants make it harder to invest in fundraising capacity. One-year settlements and project-only funding create instability, preventing organisations from planning beyond immediate delivery.
Multi-year funding and a shift away from excessive restriction would give organisations the confidence to plan, innovate and retain skilled fundraising staff. If fundraising is recognised as an investment that strengthens sustainability, rather than a cost to be squeezed, charities can reduce dependence on short-term public grants over time.
Both Wales and Scotland have strong narratives around partnership with civil society. But partnership must extend beyond consultation. It needs to recognise how charities sustain themselves.
That means acknowledging fundraising as a strategic function that underpins service delivery, not “overheads” to be minimised. If governments want thriving voluntary sectors, they must understand that professional fundraising enables independence, resilience and long-term impact.
The principles set out in the UK Civil Society Covenant - mutual respect, early engagement in policy development and clarity around funding - offer a useful benchmark. Devolved governments now have an opportunity to demonstrate how those principles can be embedded in practice within their own systems.
If governments want resilient charities, they must support digital infrastructure, leadership development and workforce skills - including fundraising capability - particularly for smaller and community-led organisations.
Too often, funding focuses narrowly on frontline outputs. Yet without strong governance, financial planning and income diversification, those services cannot endure. Investing in fundraising skills is not a distraction from mission; it is what makes mission sustainable.
Rising costs, growing demand and continued pressure on voluntary income are stretching organisations across Wales and Scotland. Post-election policy must actively avoid adding further uncertainty.
Changes to reporting requirements, procurement processes or funding structures, even when well intentioned, can have unintended consequences for fundraising teams already operating in fragile conditions. Stability and predictability are themselves forms of support.
The opportunity after May is significant. With the right policy choices, both Wales and Scotland can create environments where fundraising is valued, professionalised and supported, strengthening the communities and causes we all rely on.
The Civil Society Covenant has set a tone at UK level. Now, devolved leaders have the chance to show what meaningful partnership looks like in practice.
You can view what our partners at WCVA and SCVO are calling for in their manifestos for Wales and Scotland here and here.
