What Fundraisers need to know about Diversity in the Charity Sector
Guest blog created by Liv Carr (People and Operations Director, Charity People)
The charity sector is built on purpose, fairness and a desire to make a positive difference. But there is an uncomfortable truth we still need to acknowledge. As a sector, we’re not as diverse as the communities we exist to serve.
Recent research from Charity People and Oxford HR, Beyond Representation: How diverse is the charity sector?, shows that while some progress has been made, momentum has slowed in key areas. For fundraisers, this is not just an internal people issue. It directly affects income, influence and long-term sustainability.
A sector that does not yet reflect society
The data paints a clear and consistent picture. Around 18% of the UK population is from racially minoritised backgrounds, but only 9% of charity staff are. Fewer than 6% of senior leaders come from these backgrounds. At trustee level, the gap is even wider, with over 90 percent of boards identifying as white.
There are other imbalances too. Women make up the majority of the workforce, but they are still underrepresented in the most senior roles, particularly in larger organisations. Socioeconomic background continues to influence who can enter and progress in the sector. Age diversity is also limited, with relatively few younger trustees coming through.
For a sector that works with and for a wide range of communities, this misalignment creates a real disconnect.
Why this matters for fundraising
Fundraising is, at its core, about relationships. It relies on trust, credibility and the ability to connect with people in meaningful ways. When organisations don’t reflect the communities they serve, that connection becomes harder to build.
A lack of diversity can:
- Limit access to new donor audiences
- Narrow the perspectives shaping campaigns
- Reinforce existing patterns around who gives and who benefits
This is why diversity should not be seen as purely values-led work. It is closely linked to growth. Organisations that bring a broader range of experiences and perspectives into decision-making are better placed to innovate, engage different audiences and build long-term supporter relationships.
The issue is not just representation
One of the most important insights from the research is that representation alone is not the real challenge. Many charities recognise the issue and are talking about equity, diversity and inclusion more openly than ever before. However, far fewer have embedded this into how they actually operate.
In practice, this often means:
- No clear EDI strategy or measurable goals
- Limited accountability at leadership level
- Activity that is reactive rather than embedded
Without structural integration, progress remains slow and inconsistent. For fundraisers, this can show up as pressure to diversify externally without the internal change needed to support it.
Structural barriers are holding the sector back
The barriers highlighted in the research are systemic and deeply rooted. Entry into the sector is still shaped by pay levels, access to education and, historically, unpaid internships. These factors limit who is able to build a career in charities.
Even where organisations attract more diverse talent at entry or mid-level roles, moving into leadership remains challenging. Informal networks, bias in promotion processes and a lack of structured development pathways all play a part in keeping leadership teams relatively homogenous.
Culture and capacity also matter. EDI work is often added onto existing roles rather than being properly resourced, and responsibility frequently falls on people from underrepresented groups. At the same time, fear of saying the wrong thing can discourage open conversations and slow progress.
All of this is compounded by a lack of good quality data, making it hard for organisations to understand where change is most needed or to track progress over time.
What good looks like
Where organisations are making real progress, some clear patterns emerge. Diversity and inclusion are treated as central to how the organisation operates, not as an optional extra. Leadership teams take visible ownership, with accountability sitting at CEO and board level.
EDI is embedded into systems and processes, from recruitment and performance management through to strategic decision-making. Crucially, organisations that are further ahead actively involve people with lived experience at all stages of policy and practice development, ensuring that inclusion is shaped by those it is intended to support. This shift from good intentions to everyday practice is where lasting change begins.
Where inclusive recruitment can make a real difference
Turning intent into action often starts with how people enter and progress within an organisation. Inclusive recruitment is one of the clearest opportunities charities have to shift representation over time, but it only works when it is done thoughtfully and consistently.
Approached in this way, recruitment supports wider cultural change. It helps charities attract talent that reflects the communities they serve, strengthens leadership pipelines over time, and creates the conditions for more inclusive decision-making across the organisation.
What this means for fundraisers – next steps
For fundraisers, there is a real opportunity to play a more active role. It does not need to be complex, but it does need to be intentional. That starts with recognising that diversity is not separate from income generation. It affects who you reach, how you engage them and how your organisation is perceived.
In practical terms, this means asking better questions:
- Who are we trying to reach and who are we missing?
- Whose voices are shaping our campaigns?
- Where does decision-making power sit internally?
Funders may also hold real power here and they can accelerate change massively. Many of the barriers charities face around EDI come down to capacity, resourcing and accountability, all of which funders can influence. For example, paying for EDI roles or training, paying for lived-experience involvement, expecting better data or rewarding inclusive practice.
Most importantly, it involves moving beyond representation alone and looking honestly at where power and influence sit within the organisation.
The bottom line
The charity sector has made genuine progress in raising awareness of diversity and inclusion. But awareness alone will not deliver change. Without addressing structures and systems, progress will continue to be slow and uneven. For fundraisers, this is not just a challenge, it’s an opportunity. Organisations that take this seriously are better positioned to build trust, reach new audiences and grow sustainably.
In a competitive environment, standing still carries risk. The question is no longer whether diversity matters, but whether we are willing to change how we work to truly achieve it.