Fundraising regulation, levy transparency and trustee reputation
· Posted on: April 13th 2026 · read
Recent developments concerning the Fundraising Regulator and non-payment of the fundraising levy serve as a timely reminder that fundraising compliance is closely linked to public trust and organisational reputation. While the issue may appear administrative at first glance, the way in which fundraising obligations are approached can say a great deal about a charity’s governance culture and its wider commitment to accountability.
The Fundraising Regulator has noted that the levy payment has been at a consistent level in 2025/26 with most organisations paying on time. However, they have listed out just over 60 organisations who have not yet paid as of 25 March 2026.
The Regulator has said, “The organisations that have not paid the levy have now been marked ‘red’ in our online directory. We will also share a list of the registered charities concerned with the Charity Commission for England and Wales (CCEW) so that they are aware of the organisations that have refused to support the system of regulation that so many charities and members of the public benefit from.”
For organisations that raise funds from the public, fundraising regulation sits within a broader framework of ethical practice, transparency and confidence-building. Trustees may not be directly involved in the operational detail of campaigns, donor communications or levy administration, but they remain responsible for ensuring that appropriate oversight exists and that the charity understands the standards expected of it. Where compliance issues become visible publicly, the reputational consequences can extend beyond the technical breach itself.
This is particularly important in a climate where charities continue to rely heavily on public confidence. Donors, supporters and stakeholders are increasingly alert to questions of governance, transparency and responsible stewardship. A failure to engage with regulatory expectations, even where it does not amount to a major legal issue, can still raise concerns about board oversight and organisational seriousness.
This therefore presents an opportunity for charities to revisit their fundraising governance arrangements. Trustees may wish to consider whether they receive sufficient reporting on fundraising activity, whether policies remain up to date, and whether their organisation’s relationship with regulatory bodies is being managed appropriately. It may also be helpful to reflect on whether fundraising risks are clearly captured within the wider risk framework and whether escalation routes are understood if concerns arise.
The broader point is that fundraising governance should not be treated as a minor compliance issue. It is closely connected to reputation, accountability and public confidence. A proactive approach, supported by clear internal responsibility and informed trustee oversight, can help organisations reduce risk and demonstrate that fundraising is being conducted in a way that is both effective and responsible.
