Charity leaders’ 2026 to do list: navigating costs, staffing and emerging priorities
Stuart McKay · Posted on: January 15th 2026 · read
As charities enter 2026, leaders face a demanding agenda shaped by financial pressure, rising service demand and long‑standing strategic issues that can no longer be deferred.
A recent Charity Times analysis highlighted that ongoing economic headwinds, from prolonged funding constraints to rising operating costs, will continue to dominate decision‑making throughout the year.
Many charities are already making difficult choices around staffing levels and service delivery as budgets tighten, while demand for support remains high. Appointment freezes, restructures and programme reviews have become common responses to this sustained financial strain.
Alongside financial pressures, governance remains firmly on the agenda. Improving board diversity and inclusive leadership continues to attract attention from funders, regulators and sector bodies alike. For many organisations, 2026 will be a year to revisit trustee recruitment practices, succession planning and board development, ensuring that leadership structures are equipped to reflect the communities served and to navigate increasing complexity.
Workforce wellbeing is another critical concern. High levels of burnout, particularly in frontline roles, have brought renewed focus on sustainable workloads, employee support and organisational culture. Charities are increasingly recognising that investment in wellbeing is not only a moral imperative but also essential to staff retention and service continuity.
Political engagement also features prominently. Following several years of shifting policy priorities, charity leaders are planning more proactive engagement with policymakers at local and national levels. Building relationships across political parties and articulating the sector’s evidence and impact will be key to influencing decisions on public services, funding and regulation. Charities must be wary, however, of Charity Commission guidance on political activity and campaigning.
Finally, technological change, such as the opportunities and risks associated with digital tools and artificial intelligence, remains firmly on the strategic radar. Leaders are under pressure to harness innovation to improve fundraising, service delivery and efficiency, while also addressing ethical considerations, data protection and governance oversight.
Overall, 2026 is shaping up to be a year of both challenge and opportunity. Strong strategic planning, clear prioritisation and agile leadership will be essential.
"Boards and executive teams may benefit from revisiting organisational objectives early in the year, aligning resources to where they deliver greatest impact, and strengthening systems for monitoring risk, performance and long‑term sustainability."
Charity and FE & HE SORP webinars
Following the release of the new Charity and FE & HE SORPs, which became effective for accounting periods beginning on or after 01 January 2026, we are holding a series of webinars over the coming weeks specifically for the Charity and Further and Higher Education sectors. The webinars will focus on the changes which are likely to have the most impact on charities, further education colleges and higher education institutions – revenue and lease accounting – and will include a series of sector-specific worked examples. Register below:
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MHA’s Not-for-Profit eNews provides regular insights on key developments affecting charities, education providers, and social enterprises. To discuss how these updates may affect your organisation, please contact a member of our Not-for-Profit Audit and Advisory team.
