3. Agree in advance in writing the behaviour you expect of fundraisers 

We recommend you ask the fundraiser(s) to agree in writing, in advance, to your agreed standards of behaviour on your premises. This could take the form of a code of conduct.  

• We advise you to develop a code of conduct if you do not have one. To help you, start with our guidance about cash collections and volunteers. In addition, the code sets out our standards in relation to: behaviour when fundraising, processing donations, volunteers and collecting money or other property.
• To protect your staff and colleagues, it is a good idea to have clear written policies about what staff facilities fundraisers can and cannot use on your premises.
• Make sure an appropriate colleague at your store is available on the day as a named contact to oversee the collection (with a named back up if the colleague is absent). 

On the day of the collection, fundraisers should provide valid identification (ID) on arrival. We recommend a copy of the ID is made and kept as a record in accordance with your company data protection policy.  

If the fundraiser’s details do not match with the booking, or you are suspicious, check with your central corporate charity team. They may be able to check with the charity, or provide support if you think you need to refuse the collection.  

1. Sealed containers 

All containers used to collect donations must be sealed and undamaged at the start and throughout the collection. They must not be left unattended (unless temporarily kept in a secure place, like the retailer’s safe). 

2. Fundraising materials and marketing 

Any fundraising materials used, including marketing leaflets for distribution, should include the charity name and number (or company name and number for fundraising agencies and CICs), as well as a landline contact number. 

Our income for this accounting period is £2.86 million, which is comprised of income from the levy of £2.36 million (around 82% of total income) and £399k from the registration of small charities and commercial organisations engaged in fundraising, along with £100k of interest from investments. This compares to a total income of £2.55 million last year.

We incurred expenses of £3.31 million (£2.48 million in 2022/23) throughout the year and operated a deficit of £363k. As a result, our reserves are £1.6 million (£1.96 million in 2022/23), which is the most recent reserve level agreed with the board.

Our planned budget for the year of £3.07 million was overspent by £243,000 (8%). This was the result of more planned project work being completed under the head of proactive regulation and projects. We also took on additional staff to deal with business pressures in a number of areas.

Our expenditure is set out in further detail in our Annual Report pdf (breakdown of regulatory activities page 80). Some expenditure requires further explanation owing to the year-on-year changes.

Note 6 of the accounts classifies operating expenditure into a number of cost headings. This year we reclassified the components of some of these groups to reflect a more accurate cost grouping. This is the reason for some of the wide variations between 2023/24 and 2022/23 expenditure. Increases in expenditure, particularly in consultants and staff costs, are due to an increase to the size of the workforce. The initiation of business systems improvement projects accounts for other variances.

We maintain a system of risk management. Significant risks are reported in a register, which is regularly monitored, and reviewed by the SMT and Finance, Audit and Risk Committee. The board also discusses the risk register at least twice a year. Emerging risks are mitigated to reduce the likelihood of the risks crystallising and their impact being realised. This year, a particular concern has been the risk posed by cyber attacks. To mitigate this risk and improve our resilience we have been audited against the Cyber Essentials Plus standard.

Our biggest long term risk remains funding. Despite an increase in the number of charities paying the levy and registering over the past four years, the voluntary nature of the levy means we cannot predict accurately how many organisations will contribute each year and the speed at which this happens. Positively, charities have so far shown their willingness to continue funding the regulator to maintain our activities and it is clear that most regard funding the regulator as an important and necessary cost of business.

Governance structure

The Fundraising Regulator is a registered company limited by guarantee in England and Wales and without a share capital, which is governed by articles of association. We have a non-executive Board of Directors, which is responsible for overall control and strategic direction, and whose members are drawn from both within and outside the charitable fundraising sector. The board is led by a chair, who is supported by a vice chair, and is guided by recommendations from three committees:

• the Complaints and Investigations Committee
• the Finance, Audit and Risk Committee; and
• the Standards Committee. 

The committees have external members (who are co-opted because of relevant skills) and some have observers (who contribute intelligence and advice, but do not have a decision-making role). The board and each committee meet at least four times every calendar year. The board also has an annual strategy day

The board is supported by an executive function, led by the chief executive. Day-to-day operation is delegated by the board to the senior management team.

Futures Working Group

The Futures Working Group is a steering group that was launched in 2023 and met three times during 2023/24. The group reviews how we can regulate fundraising in a way that includes, among over things, artificial intelligence (AI), data, and digital developments in the delivery of our core services.

The group also aims to ensure that our work is at the forefront of AI, data, and technology regulation as it applies to our remit.

Articles of association and terms of reference

Our articles of association are supported by terms of reference, which outline the role, and responsibilities of the board and committees. All terms are reviewed once every two years. The board’s articles, terms, and recent meeting summaries are available on the governance pages of our website. Committee terms of reference are available on request.

Recruitment and appointment

All board directors and external committee members are appointed through open competition following a skills gap analysis. Recruitment is either carried out in-house or outsourced to an agency, and careful consideration is given on how to encourage applications from underrepresented groups. Shortlisting and interviews are carried out by a panel of board members. References are required and all appointees must follow the ‘Seven Principles of Public Life’. Board and external committee members are normally appointed for three-year terms, with successive terms being permitted up to a maximum of nine years and, in exceptional circumstances, for a tenth year.

Committee and board recruitment 2024

We rely on the voices of fundraisers on our committees and within our board to guide our board on decisions and strategy. This year we have been recruiting to fill several vacancies on our committees and board to replace a number of long serving members who have come to the end of their terms of appointment. We are committed to diversity, equality and inclusion and want all those involved in our governance and our staff team to be truly representative of the society we are here to support and protect so that we are able to regulate effectively. One way we do this is by operating a fair and inclusive recruitment process, which aims to reach a diverse pool of candidates.

Induction and training

New board and committee members take part in a detailed induction that covers their duties, the history and key decisions of the board/ committee and an overview of the regulator’s functions and services. Each induction also includes briefing meetings with key staff. 

All directors have an annual appraisal carried out by the board chair, and external committee members have an appraisal with their committee chair. Any training or development needs identified are addressed by the board chair and chief executive to make sure members have the tools needed to fulfil their obligations.

Conflicts of interest

All board and committee members are required to declare any potential conflicts of interest before appointment. A register of interests is maintained and reviewed on an annual basis, with any changes updated in the interim. Conflicts of interest are a standing item on every meeting agenda. Any actual or perceived conflicts of interest are raised either in advance of or at the start of each meeting and noted in the minutes. If a person’s interests conflict with our regulatory interests, they are required to withdraw from the discussion and decision making.

Remuneration and expenses

Board and committee members are remunerated at the rate agreed on their letter of appointment, which is reviewed every three years. Reasonable expenses for travel, accommodation, and subsistence when carrying out official business are reimbursed in line with our expenses policy.

Risk management

Our strategic risk register is discussed by the senior management team on a quarterly basis and formally reviewed by the Finance, Audit and Risk Committee at each meeting and by the board at least twice per year. Key identified risks this year related to public understanding of the limits of our regulation, reputational damage, cyber security, potential regulatory gaps, impact of the code review and proposed levy increases, and staffing recruitment, and retention. In addition to the risk register this year, the board developed, and approved, a new risk appetite statement.

To mitigate risks related to cyber security, we have accredited to the Cyber Essentials Plus standard and reinforced data management best practice with staff. We are also reviewing our business recovery planning.

In our Strategic Plan 2022-2027 our four strategic objectives are:

1. To deliver intelligent fundraising regulation that protects the public.
2. To inform the public about principled fundraising.
3. To support fundraising organisations to thrive.
4. To be a highly effective organisation.

Delivering intelligent fundraising regulation that protects the public

We have taken steps to increase our knowledge and understanding of how the fundraising sector is changing so that we can target our regulation in the most effective ways. We continue to operate an open and accessible complaints service that offers the public independent investigation of their complaints and assistance in getting them resolved. We also want to make sure we understand and keep ahead of developments in digital fundraising, the use of new technologies, and how fundraising is changing more broadly.

Incoming and closed casework

In 2023/24, we received 1,191 incoming cases overall – a 5% increase on 2022/23 (1,137 cases). We closed 1,140 cases in this reporting period (of which three were received in the previous financial year). 

We closed 92% of cases within four weeks, where our target was completing 90% of cases within four weeks of receiving a complaint. 

These figures include a small number of self-reported cases. In 2023/24, we received 31 self-reports (an increase of 55% from the 20 organisations in 2022/23), 12 of which were received in the last quarter of the year. Some were prompted by press stories identifying poor door-to-door fundraising activity carried out by subcontracted fundraising agencies. This resulted in us opening an investigation into the activity identified. 

In 2023/24, 467 of the 1,140 cases were closed as outside our remit. This is 41% overall, which is a slight decrease on 2022/23 (45%). Some of the complaints that we classify as outside of our remit may relate, in part, to charitable fundraising. However, there are aspects to the case that mean it is more appropriate for another regulator or organisation to consider them – such as concerns about wider governance or fraud.

Code review 2022–25 and code consultation

In October 2022, we launched a two-year process of reviewing and updating the Code of Fundraising Practice (the code). The last code review took place in 2018/19, and was largely focused on clarity, length, and accessibility. Since then, changes in legislation, technology and fundraising behaviour have created an environment in which the code requires a full review to ensure it stays up to date, reflects best practice, and remains clear, and accessible.

In September 2023, we ran a 12-week public consultation to gather feedback on our proposals to update the code and make it more principles-based, in common with the approach increasingly taken by other regulators. During the consultation period, we held a series of in-person and online engagement events with key stakeholders to encourage participation and raise awareness of our consultation, including events in England, Wales, Northern Ireland, and Scotland.

The consultation closed on 1 December 2023 and received over 4,500 comments on our proposals from over 150 organisations. We redrafted the code taking into account feedback from the consultation – alongside legal advice - which our internal committees and board then approved for a final consultation in September 2024. This second consultation closed on 1 November 2024, and we received 666 responses from 129 organisations. Pending review of the feedback from the consultation, the new code will be launched in early 2025, alongside a timetable for implementation.

Market inquiry into subcontracting in face-to-face fundraising

In October 2023, we launched our first market inquiry to investigate issues related to the use of subcontracting in face-to-face fundraising by charities and fundraising agencies. This followed intelligence from complaints, self-reports, and in the press about poor fundraising practice by subcontracted agencies. As part of the inquiry, we conducted desk research, and engagement with charity regulators and sector bodies, which we followed with a series of five factfinding workshops. The workshops were well attended by senior representatives from charities and fundraising agencies.

In March 2024, we published a report sharing our findings from the market inquiry. The report evaluated feedback from the workshops, analysed workshop discussions, and outlined our proposed next steps. The main recommendations were:

• There needs to be a clear line of sight from charity trustees throughout the subcontracting chain.
• Firms should be monitored and overseen more closely and receive appropriate training.
• Charities and agencies need to be satisfied that the payment model for fundraisers is appropriate and does not lead to bad practice.
• Although there were many examples of good practice, and a widespread willingness to do the right thing, both charities, and agencies need to tighten their contracts and focus more on due diligence and contract management.
• There needs to be a clear line of sight from charity trustees throughout the subcontracting chain.

Following the publication of the report, we have been working with the Chartered Institute of Fundraising (CIoF) and the Charity of Commission for England and Wales (CCEW) to help support updated guidance and ensure consistency for the sector. The learnings from the inquiry have informed drafting the new Code of Fundraising Practice. The new code, and accompanying code compliance guidance on due diligence and monitoring partnerships, complement, and align with the principles expressed in the inquiry report.

Other proactive regulation projects

This has been the first full year of the Fundraising Regulator’s proactive regulation function, following the appointment of our first Head of Proactive Regulation and Projects in May 2023 and the subsequent appointment of two other team members.

Proactive regulatory projects respond to identified issues with the aim to minimise the risk of potential harm to the public through advice and support to the sector. They are always collaborative, and sectorfocused, and commonly incorporate workshops, and working groups.

The launch of proactive projects comes from intelligence, so the focus this year has been to lay the foundations for robust intelligence gathering, and to build collaborative networks with other regulators and sector bodies. We have started to refine our internal intelligence sources, such as the use of our customer relationship management (CRM) system, and to deliver our external stakeholder engagement plan. We have developed a formalised bi-monthly Intelligence Report, which we use to identify trends and emerging issues, which in turn are analysed and considered for proactive regulatory projects.

In addition to the market inquiry, we have started proactive regulatory projects into the marketing of child sponsorship, cash collections at private sites (most notably supermarkets) and have convened and chaired multi-agency working groups about the regulation of CICs. With these foundations in place, the proactive team is well set to build further collaborative relationships with fundraisers and regulators to help ensure safe fundraising and best practice into the future.

Research on the public’s experience and expectations of charitable fundraising

In September 2023, we commissioned Opinium to conduct research into the public’s perceptions, experience, and expectations of charitable fundraising. The sector has access to a great deal of information about how people give, and which causes they support, but little is known about the public’s real-world experience of fundraising practice. In our role as a regulator, we are committed to using public research to underpin and inform our work. Understanding the motivations and experiences of those who support charities is an important part of this.

Opinium conducted a comprehensive mixed-method research programme, including surveying a representative sample of 3,000+ UK adults. We were heartened to find that overall charities perform well when it comes to public trust, with half of those surveyed generally trusting charities to deliver on what they promise. We were also pleased to find that the experience of current donors is good, with around two-thirds of respondents having had a positive experience of supporting charities over the last 12 months.

When it came to the public’s experience of fundraising through different methods, the research showed that donation methods where the individual had more control, such as sponsoring an individual, and lotteries, and prize draws, were generally rated positively. Approaches that were more direct, such as door-to-door, and street fundraising, were seen more negatively.

Encouragingly, two-fifths of survey respondents said that the existence of the Fundraising Regulator would make them more likely to trust regulated charitable fundraisers. This demonstrates the value of charities displaying the Fundraising Badge to show they are committed to best practice when fundraising.

The research also identified significant concern regarding scams and fraud. We regularly run safer giving campaigns in collaboration with the CCEW and Action Fraud, and we will continue to explore opportunities to collaborate with other partners to get this information shared more widely.

Informing the public about principled fundraising

The last few years have shown us that people continue to give generously, despite the financial pressures that many of them are under. It is our role to make sure that regardless of whatever fundraising is taking place, standards remain high, and the public continues to be protected. We continue to provide a way for the public to manage their communications with charities through the FPS and promoting the Fundraising Badge as a symbol of commitment to fundraising best practice.

Operating the FPS

The FPS is one of the key services we operate to protect the public, especially vulnerable members of the public. Our FPS website and phone helpline enable people to request charities to stop direct marketing communications.

In 2023/24, 3,083 requests (13% increase on 2022/23) were made by 2,349 unique users (15% increase), resulting in a total of 7,344 suppressions (7% increase). Thirty-six percent of the suppressions were made on behalf of someone else, and 9% of the requests were made on behalf of someone who had died.

Changes to how we list charities that breach the code in relation to the FPS

On our website we publish a list of charities that are in breach of Section 3.2.5 of the Code of Fundraising Practice because they have not logged on to the FPS charity portal to access the requests to stop direct marketing communications. Our approach to FPS compliance was reviewed by our board this year. It was recognised that our casework processes allow for a more nuanced approach than was being applied to FPS breaches. To tackle this, the board agreed that a more proportionate approach to publicly naming charities for code breaches in relation to the FPS would be implemented going forward. This also brings the approach more in line with that taken in casework.

The board decided that charities would not be named on our website until there were at least three uncollected suppressions from the public (previously a charity could be named with only one uncollected suppression). In addition, we would include the names of charities that have accessed the charity portal in the past to collect suppressions but then fail to collect more than three suppressions within the required time later on.

Promoting the FPS – digital marketing

We promote the FPS to the public by undertaking paid search advertising of the FPS through targeted Google Search Ads and Google Display Ads on relevant websites. We also conduct targeted paid social media campaigns using Facebook and YouTube to broaden its reach. As part of these campaigns, we continue to use our animation explaining the FPS to members of the public.

Advice and guidance 

Developing advice for members of the public to protect them is an important part of our role. This includes helping them understand fundraising practice so they can make informed decisions on whether to give to a particular charity. 

We continue to provide safer giving advice and run campaigns at key holidays and when emergency appeals are launched. In 2023/24, this included safer giving campaigns around Christmas and Ramadan and fraud awareness campaigns in partnership with Action Fraud. We also responded to the attack in Southport in July 2024, where we worked closely with the Charity Commission, National Emergencies Trust, JustGiving and GoFundMe, and the charities involved, to ensure funds were effectively distributed to the families impacted by the tragedy.

Press engagement 

In the last year, the Fundraising Regulator has significantly increased its press activity. In 2023/24, we were featured in 1,582 pieces of coverage (a 699% increase on 2022/23 where we were featured in 198 pieces of coverage). 

Some of the key themes from our press coverage this year included:

• Replying to several high-profile media stories involving subcontracting in door-to-door fundraising (including discussing our market inquiry into this issue).
• Responding to the bad fundraising practice being undertaken by several CICs.
• Sharing safer giving messaging during times of emergency, such as during the Southport attack.
• Encouraging charities to have robust oversight of their fundraising after several high-profile scams involving individuals fraudulently fundraising for charities were uncovered in the media.

Supporting fundraising organisations to thrive

We maintain the Code of Fundraising Practice (the code) to ensure organisations involved in charitable fundraising can do so in a way that is legal, open, honest, and respectful. We also share learnings through our Annual Complaints Report and summaries of our casework investigations and provide information and guidance through various channels, including our website, media activity, newsletter, and social media, as well as through participating in events.

Casework investigations 

We publish summaries of completed casework investigations into potential code breaches to share learning with the sector and the public. 

In 2023/24, we opened 16 new investigations, closed five investigations, and published four investigation summaries on our website and in our monthly newsletter. Through four of the five investigations we closed, we were able to identify 19 breaches of the code. In the other investigation we closed we issued regulatory advice to the charity. We had no requests for external review of any closed cases. 

The themes covered in the investigation summaries included: pressured fundraising, restricted campaigns, complaints handling, customer service, treating donors fairly, misleading information, no cold-calling signs, vulnerable circumstances, third-party fundraisers, fundraiser behaviour, fundraising licences, causing an obstruction, wearing appropriate identification when engaged in street fundraising and learning from complaints.

Self-reports 

During the last year, we received a steady number of self-reports through our self-reporting pathway each month. Since it launched in early 2022, we have had 61 self-reports submitted to us. The self-reports came from 31 organisations in 2023/24, which was an increase of 55% from the 20 organisations that submitted self-reports to us in 2022/23. This year we opened investigations into two self-reports; both were related to separate media articles regarding door-to-door fundraising.

It is extremely helpful to be able to work with charities who make self-reports to us so we can offer support and advice to help them overcome any fundraising difficulties. For most self-reports, the organisations had taken appropriate action to resolve their issues before contacting us. For others, we were able to offer advice and have constructive conversations with the organisations concerned. 

The themes of some of these self-reports included handling personal data, charity governance related to fundraising, potential fraud, and vulnerable circumstances of donors. We also received four self-reports about hacking/ransomware cyber security incidents, three of which were from hospices and small hospitals. It is notable that these selfreports were made at a time when there had been a suggestion that these types of incidents within the sector may be on the rise.

Annual Complaints Report 

We publish our Annual Complaints Report to share insights and learnings from the Fundraising Regulator’s casework and complaints received by 58 of the largest fundraising charities. We also share advice for charitable organisations on how to mitigate and respond to complaints about charitable fundraising. 

Insights from 2022/23’s report showed that door-to-door fundraising activity had increased since the pandemic. Because of this, we saw a significant increase in complaints about the practice, and for the first time in our reporting, door-to-door fundraising had generated more complaints than any other method. This included both complaints made directly to the Fundraising Regulator (15% of overall complaints) and to the sample of charities surveyed where the number of complaints more than doubled since 2021/22 (one in five overall complaints). 

The most common complaints to the Fundraising Regulator after door-to-door fundraising remained consistent with previous years – charity bags and clothing banks, addressed mail, and digital marketing. Online appeals drew the second-highest number of complaints made directly to the sample charities, followed by addressed mail then challenge and sponsorship events.

Changes to the way we report on complaints data from charities 

We surveyed over 450 charitable organisations in July 2023 to understand how they currently use the information we share about fundraising complaints in our Annual Complaints Report. 

Respondents told us how useful they find the data we share from the sample of charities and the information published about our casework. Respondents made suggestions as to how we could improve reporting this data to ensure it is useful, relevant, and accessible for charities. This included increasing the sample size of charities that submit data to make it more representative of the wider sector (we currently only collect data from some of the largest fundraising charities), presenting data in more accessible and interactive formats, and improving the way we collect data for analysis. 

In response to these findings, we have decided to pause the collection of data from charities for part two of our Annual Complaints Report (ACR) for around two years while we develop improvements to the way we share information with the sector. In the meantime, we will continue to report on the complaints we receive from members of the public (ACR part one).

Code Advice Service 

We provide one-to-one advice for fundraisers and the public through our dedicated Code Advice Service. In 2023/24, we responded to 679 enquiries (a 9% decrease on the 744 enquiries received in 2022/23) covering a range of issues, including online platforms, events, personal-cause fundraising, lotteries, and licences, and permissions. 

We carried out work this year to make our enquiries form for the Code Advice Service more accessible and easier to find on our website to improve user experience. The Code Advice Service has now been given a dedicated space on the website sitting both with the Code of Fundraising Practice and guidance sections on the website.

Guidance and sharing learnings 

We continue to share guidance and additional resources for fundraisers on our website and through our monthly newsletter and social media channels. 

This year, we published new guidance for charitable organisations who work with commercial participators and professional fundraisers. This was in response to requests made through our code consultation in autumn 2023, where some respondents said they would benefit from guidance in this area. We also regularly receive enquiries about commercial participator and professional fundraiser arrangements through our Code Advice Service. The legislation in this area can be complex, so the guidance aims to simplify the necessary information with helpful examples.

Strengthening our engagement across the UK 

We have participated in charity sector events throughout the year to raise awareness of the Fundraising Regulator’s work and the code. Events we joined included: 

• Chartered Institute of Fundraising
• Fundraising Convention 2024 and the Scottish Fundraising Conference
• Scottish Council for Voluntary Organisations (SCVO) - The Gathering
• Wales Council for Voluntary Action (WCVA) - GoFod3
• Association of Charity Independent Examiners Conference
• Charity Practitioners’ Forum – Annual training day
• Omagh Forum for Rural Association
• Muslim Charities Convention
• CIMA virtual conference
• Beeston-Clarke Accountants – Charity Chatter
• Supporter Care Forum

We delivered extensive engagement activity from September - December 2023 as part of our code consultation, which involved attending events, and webinars in England, Wales, Northern Ireland, and Scotland.

We have strengthened our engagement with the fundraising sector in Wales and Northern Ireland through the work of our stakeholder and policy managers in each of these countries. This has included attending and speaking at events, contributing articles and blogs to sector publications, and working to build effective partnerships with key stakeholders in both the voluntary and public sector.

Establishing a mechanism for engaging fundraisers and fundraising compliance staff to share insights on fundraising practice 

This last year we started work to establish a mechanism to proactively engage with fundraising professionals to allow them to share insights on fundraising practice and have a voice in our policy work. We have been liaising with the Chartered Institute of Fundraising (CIoF) to explore ways of engaging with its existing networks of fundraisers on such topics as reviewing new guidance and discussions about emerging issues and challenges in the sector. The new process is expected to be up-and-running in 2025.

Being a highly effective organisation

We continue to carefully monitor our expenditure to ensure we are offering value for money and make efficiencies where possible. We are keenly aware of how we are funded through the Fundraising Levy and registration scheme and take our budgeting responsibilities seriously. We are sensitive to the wider societal and political environment in which we operate and our position as a regulator in this context. This means we take matters such as sustainability and equality, diversity, and inclusion seriously and continuously strive to make improvements in these areas.

Our registration scheme and the Fundraising Levy

Payment of the Fundraising Levy and registration fees for smaller charities is the primary means of funding for the Fundraising Regulator. The cost of the levy is shared among charities who spend the most on their fundraising activity (those that spend more than £100,000 on fundraising activities annually). The levy has historically represented around 90% of our overall income and it funds our core activities, which include running our Code Advice Service and the FPS, handling and investigating complaints, and maintaining the code and guidance. 

We are pleased to report that we collected nearly 98% of the levy in this financial year from 2,108 charities. This consistently high payment rate of the levy over the past five years demonstrates that our regulation is now an established part of the fundraising landscape, and our fee is an accepted cost of business. 

However, around 2% of those eligible to pay the levy (61 charities) refused to pay. It is disappointing that a small minority of charities do not recognise their collective responsibility to fund independent regulation of fundraising. It is also unfair to those charities who do pay. We will continue to work alongside statutory regulators and sector bodies to make it clear that the levy should be paid by all fundraising charities spending more than £100,000 on fundraising as a matter of fairness. Choosing not to contribute does not only affect the charity concerned; it means that our regulation and services, which are beneficial to all fundraising organisations and the wider public, will be underfunded.

We exceeded our target of 6,500 registered bodies this year (which includes the 2,108 levy payers). Our total registrations – 6,553 by 31 August 2024 – is an increase of 8% on the previous year (6,056 registrations). This year, we once again found that smaller charities are increasingly recognising the value of voluntary regulation, as we saw a significant increase in their registrations: up 19%, or 680 charities. 

We have invited non-charity organisations to register with us since early 2017 as we recognise the value and role that they play in the fundraising sector. We currently have approximately 190 non-charities registered, and they contribute about 6% of our income (approximately £230,000). Organisations engaged in newer forms of fundraising have registered, for example online fundraising platforms and some of those running free prize draws from which charities benefit.

Fundraising Levy and registration fees changes

This year, we conducted a review of the Fundraising Levy (the levy) and registration fee for the first time since our creation in 2016. A rise in the levy has been necessary for us to meet an increasing caseload demand, achieve our strategic goal of being a more proactive regulator, and remain sustainable for the future.

In December 2023, we launched a review on proposals to increase the levy for all applicable charities, but proportionately more for charities that spend a greater amount on their fundraising. We also proposed an increase to the fee for small charity registration from £50 to £60 to reflect a rise in our processing costs since 2016.

We received 222 responses to the review from across the sector. We found that 51% of respondents supported our proposals to increase the levy, but that 70% of levy payer respondents (representing 3.6% of all current levy payers) were opposed to our plans. Many respondents who were against the proposals shared a common concern about the size of the increase at a time when charities are facing significant financial pressures. Some also raised concerns about our plans to increase the levy annually in line with inflation in future.

Recognising these concerns, our board agreed that although the levy will need to go up for the first time in eight years, the proposed increases should be phased in over two years instead of one. The board also decided that from September 2026, the levy will increase in line with inflation, but that it will carefully reflect on any such increases when considering and setting each year’s budget.

Non-charity fee changes and review

In July 2024, we conducted a review on our proposals to increase the fees non-charities (mainly commercial companies) pay to help fund our work, to give affected organisations the opportunity to feedback on our proposals.

Non-charities benefit from our regulation in the same way that charities do, so we set out plans for an increase in those fees consistent with those which were applied to charities. Subject to the review, we expect any revised fees to take effect in January 2025. 

Based on the responses to the review, we have published a summary of our decision to raise fees.

Increased costs

This year the Fundraising Regulator funded a deficit budget using underspending from previous years that had been delayed. The effect of this was to run down our reserves to a more optimal level. Increased costs this year included the cost of establishing and increasing the work of our proactive regulatory function, including running projects postponed from 2022/23 while we recruited our new Projects Manager. Other large projects that have contributed to these increased costs include the implementation of casework audit review recommendations and the code review (including attending external events as part of the engagement exercise for the code consultation). We have also seen more unexpected recruitment costs over the past year, as staff turnover has been higher than previous years leading to increased recruitment costs.

Developing our Sustainability Policy

To support our strategic plan, we implemented a sustainability policy in February 2024 as part of our commitment to maintaining and promoting environmental sustainability, both in and outside the workplace, and reducing the negative environmental impact from our operations. The new policy meant we made improvements in our use of materials and resources as well as waste management. We will proactively review our operations in line with the policy to maintain our commitment to environment sustainability

The Fundraising Regulator is the independent regulator of charitable fundraising in England, Wales and Northern Ireland. We set the standards that apply to charitable fundraising across all the UK through the Code of Fundraising Practice. 

We also regulate fundraising in Scotland when it is carried out by charitable institutions where the lead regulator is the Charity Commission for England and Wales or Northern Ireland. Fundraising by those only registered with the Office of the Scottish Charity Regulator in Scotland is subject to adjudication by the Scottish Fundraising Adjudication Panel.

Find out more about us and the scope of our regulation.

Our strategic plan 2022–2027

We are committed to delivering independent self-regulation that ensures public protection, accountability, and excellence in fundraising now and into the future.

1. To deliver intelligent fundraising regulation that protects the public.
2. To inform the public about principled fundraising.
3. To support fundraising organisations to thrive.
4. To be a highly effective organisation.

We will be do this by being:

• Innovative: we will keep abreast of digital and wider social developments and how these may shape fundraising into the future.
• Proactive: we will improve our capacity to identify fundraising concerns before they crystallise and to prevent harm by early intervention.
• Intelligent: we will use our data more intelligently to support the development of the Code of Fundraising Practice and our compliance work.
• Collaborative: we will remain a thought leader in fundraising and make sure that fundraisers and the public have a greater voice in developing our policies. 

For more information, see the corporate publications page of our website. 

In this year’s report, we reflect on the outcomes and objectives set out in our business plan for the financial year 1 September 2023 to 31 August 2024.

A message from our Chair

The charitable fundraising sector has faced challenges as the continued cost of living crisis has increased demand on services, while many organisations have seen further increased costs and reduced fundraising income. Additionally, charities have been adapting to new and emerging fundraising methods, and the rise of artificial intelligence (AI), which has presented both new opportunities and challenges for the sector. 

As always, we want to thank charities and their partners for showing their support for independent regulation and commitment to fundraising best practice during these times of change and uncertainty through registering with us.

This has been the first full year that we have had our new proactive regulation team. This ensures we can effectively monitor and explore emerging or unaddressed issues about charity fundraising and confront challenges before they crystallise. The team has already been busy working on several projects. However, our first market inquiry into issues arising from the use of subcontractors in face-to-face fundraising was of utmost importance. There have been several high-profile media stories about this, and the issue has threatened to bring the sector into disrepute and harm public trust. The report published as a result of this work has been valuable in sharing learning and has also enabled us to make recommendations that will help mitigate poor fundraising behaviour in the future.

A significant amount of time this year has had to be focused on issues related to fundraising carried out by community interest companies (CICs). A large volume of complaints about CIC behaviour in this respect have been received and there have also been high-profile cases involving CICs in the media. It has been necessary for us to consider these because such fundraising by CICs may be defined as charitable fundraising (and therefore falls within our remit). We know the public finds it difficult to differentiate between fundraising carried out by charities and CICs, so when a CIC engages in poor fundraising behaviour, it can reflect negatively on charities. There is a need for effective regulation of CICs in this area to help protect the reputation of fundraising and maintain public confidence.

Lastly, I want to thank my fellow board members and our co-opted expert committee representatives for their time, service, and input. I also want to thank our executive team and the wider staff team for their devotion and hard work in supporting the charitable fundraising sector in this changing environment, and for protecting the public in light of new and emerging challenges.

Lord Toby Harris

A message from our Chief Executive

This year saw us continue with our work to review the Code of Fundraising Practice (the code) ahead of the launch of the new version in 2025. In autumn 2023, we ran our first 12-week consultation seeking the sector’s views on our proposals to update the code. This included carrying out engagement events with key partners in England, Wales, Northern Ireland, and Scotland to ensure the consultation had a wide reach. Since then, we have redrafted the code to make it more principles-based while retaining clear rules – taking account of the feedback we received during the consultation process – and prepared a final eight-week consultation on the new framework. In early 2025 we will launch the new code and guidance alongside a programme of training and support for the sector.

Following the trend of recent years, our complaints caseload has continued to rise, and we have seen a further increase in the use of our self-reporting pathway by charities. It is encouraging to see that 31 organisations submitted self-reports to us this year (an increase from the 20 we had last year) as it enables us to have constructive conversations with these organisations to help resolve issues and improve fundraising best practice.

We commissioned research by Opinium this year on the public’s experience and expectations of charitable fundraising. The findings were encouraging, showing a positive picture of charities when it comes to public trust and individuals believing that charities will deliver on their promises. It was also clear from the results that ways of giving where an individual had more control, such as lotteries, and prize draws, were generally viewed positively, whereas more direct approaches, such as door-to-door, and public fundraising, were seen more negatively. Encouragingly, two-fifths of respondents said that the existence of the Fundraising Regulator would make them more likely to trust regulated charitable fundraisers. This demonstrates the value of charities paying the annual levy or registering with us and displaying the Fundraising Badge to show they are committed to fundraising best practice.

This year we sought feedback on proposals to increase the Fundraising Levy (the levy) and registration fee for the first time since we were set up in 2016. An increase in the levy was needed to meet a rising caseload, achieve our strategic goal of being a more proactive regulator, and to put us on a sustainable footing for the future. We proposed to increase the levy in a way that is fair and proportionate, so that the largest charities with the highest fundraising spend would see the greatest increase in their levy payments. In response to sector feedback, our board recognised the impact the current economic climate is having on charities and agreed that although the levy will have to go up for the first time in eight years, the proposed increases would be phased in over two years (in September 2024 and September 2025) instead of in one increase as originally proposed.

We have also begun work on several projects this year to help us meet our strategic priorities, which will continue into the next business year. This included beginning to review the contractual arrangements for our Fundraising Preference Service (FPS), introducing a new digital Fundraising Badge (allowing registered organisations to link directly to their entry in our Directory), and reviewing our website to ensure both charities and members of the public can find the information they need as quickly and easily as possible.

I would like to thank all the regulators, the government departments, the Chartered Institute of Fundraising (CIoF) and other sector bodies that we work closely with in England, Wales, and Northern Ireland to protect the public and support fundraisers. I would also like to thank the Scottish Fundraising Adjudication Panel and the Office of the Scottish Charity Regulator (OSCR) for their support and collaboration on fundraising issues in Scotland.

Lastly, I look forward to continuing to work with all the charities, fundraisers, and organisations registered with us to promote excellence in fundraising now and in the future.

Gerald Oppenheim