It’s not just you: what the sector is telling us about its pressures. Charity Finance Group reflects on a summer of conversations with charity and finance leaders – and how we’re all adapting in difficult times.
It has been a summer of listening – through our 2026 Charity Banking Survey, Small Charity Survey and Annual Conference conversations. Although this has revealed a sector under strain, it has also shown how determined we are to adapt, survive and thrive.
Many charitable organisations are facing financially precarious times – even those who have described themselves as “somewhat comfortable”. One charity leader captured it perfectly, telling us: “We are always running to stand still financially.” Another reflected: “We can only predict income for three months.”
For many, this is compounded by unpredictable costs. A leader of a small museum said: “It is the sudden need for expensive maintenance, especially on our building, which is a worry.”
The banking challenge is getting worse
Our 2026 Charity Banking Survey report (published in July) shows banking problems intensifying for smaller organisations, not improving. Over half (53.6%) reported difficulties managing account signatories – a staggering 36.5 percentage point increase since 2024. For museums where trustees can change regularly, this burden can be genuinely damaging.
Costs are rising too, with more than a third of small organisations being charged for banking services such as cash or cheque handling, and over a third for account maintenance. Branch closures leave many without face-to-face support. One respondent spoke of their frustration with travelling long distances to reach a bank.
Others small charities have delayed moving their banking online because the process felt too complicated. When barriers compound, charities face delayed access to funds, increased workload and real financial risk.
The fundamentals matter
Our conversations at our Annual Conference and during Small Charity Week echoed these survey findings: governance, risk management and financial sustainability keep charity leaders awake at night. Nearly a third of our Small Charity Survey respondents cited governance issues as a key pressure, alongside regulatory and compliance burdens, including the new SORP requirements.
These challenges aren’t new of course, but there’s a greater sense of urgency. For some, reserves are being drawn down rather than replenished. One museum leader told us: “[We have] healthy reserves right now, but will they diminish without significant change? Reserves give us maybe two years to manoeuvre.”
How we are responding
CFG continues to offer practical support, and we’re creating even more opportunities for finance leaders to connect and problem-solve together.
The Risk Leadership Programme, which began in June in collaboration with The Risk Collaborative, brings together trustees and executives to build a shared language around risk management, helping those leaders have honest conversations.
Our newly established Transformation Collaborative – which emerged from feedback from leaders who needed trusted spaces to explore difficult questions – is up and running, and groups are working to transform not only their organisations, but the wider sector too.
A new group for finance trustees is taking shape too, thanks to the efforts and energy of a CFG member who recently spotted a need.
As we reflect on what we’ve learned during the summer months, one thing is clear: the heat may have turned up to uncomfortable levels, but so has the desire to adapt.
Alongside our Annual Conference, our new programmes and groups show us that by connecting with others we can grow as individuals and boost our organisation’s effectiveness and impact. And it goes a step further: together we can we can be truly transformative, so that we can continue enriching the lives of others today, tomorrow and long into the future.
Find out more
AIM members can join CFG for free, gaining access to financial support and advice via resources, helplines, events and opportunities to network.
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