Fundraising Readiness: The Importance of Good Governance

Whether you’re applying to foundations, speaking to corporate partners, or trying to build up your donor base, fundraising isn’t just about telling a compelling story (although that helps). It’s about having the right systems, structures, and strategy in place to show funders you’re ready to deliver. Governance is the foundation that underpins everything else – your credibility, your sustainability, and ultimately, your ability to attract and retain funding.

This blog explores why governance has become such a critical component of fundraising readiness, what funders are actually looking for when they assess your organisational structure, and how you can strengthen your governance to unlock new funding opportunities and build lasting partnerships with supporters.

So, what is governance?
As mentioned, governance refers to the systems, processes, and structures that guide how an organisation is run. This includes things like who holds power, how decisions are made, and how leadership is held accountable. More broadly, it includes your legal structure, board composition, financial oversight, and the policies that protect your people and purpose.

Governance is more than legal paperwork or ticking boxes on a compliance checklist. In fact, good governance is the foundation of organisational trust, offering funders insight into your reliability, credibility, and integrity. It ensures decisions are made transparently, roles are clearly defined, and your organisation is accountable to its beneficiaries, funders, and mission. All of this is fundamental to fundraising, making governance a crucial component in your readiness strategy.

Funders aren't just looking to support a good cause; they want to back organisations they can trust to use funds responsibly, ethically, and effectively. Good governance shows them you're not only mission-driven, but also structured, strategic, and sustainable.

Why governance matters to funders

With countless worthy organisations vying for limited funding, your governance framework becomes a crucial differentiator. Funders receive hundreds of compelling proposals, but only those that can demonstrate organisational excellence alongside programmatic impact will secure support.

• Trust and credibility.
  Strong governance builds trust through transparency and accountability. When you can present independently examined accounts, a well-composed board with diverse expertise, and comprehensive safeguarding policies, you're sending clear signals about your organisation's maturity and reliability. These aren't just administrative requirements – they're trust-building mechanisms that help funders feel confident in their investment decisions.

• Reducing risk.
  Strong governance frameworks help you stay ahead of potential issues before they become crises. Regular board oversight ensures strategic decisions are scrutinised, financial controls prevent mismanagement, and robust policies protect against reputational damage. When funders see these systems in place, they recognise an organisation that takes risk seriously and has invested in its own sustainability.

• Strategic oversight.
  Fundraising needs to be part of the bigger picture and not a secondary thought in your organisation's development and delivery. An effective board can help steer income generation strategically, ensuring targets are realistic, aligned with your purpose, and resourced appropriately. Board members often bring valuable networks, expertise, and credibility that can open doors to new funding opportunities. However, this value is only realised when governance structures are functioning effectively. 

• Financial resilience.
  Organisations with clear financial oversight, accurate records, proper reserves, and regular audits are simply more investable. Funders want to back organisations that will still be standing in a year or at least have a clear strategy for sustainability amongst the turbulent funding landscape.

• Beneficiary voice and impact.
  Governance isn’t just about internal structure, it’s also about how accountable you are to the communities you work with. This means valuing how the people you serve are involved in shaping your programmes and strategy, and being able to provide evidence of how their voices inform your work. 

What funders look for: your own mini good governance tick list

Legal structure is more than just a formality, it’s one of the first indicators funders will look at when assessing your organisation’s credibility and readiness. It shapes how you’re governed, what funding you’re eligible for, and how clearly your mission and public benefit are defined. Funders want clarity, confidence, and assurance that your organisation is equipped to deliver,  and your legal setup plays a key role in signalling all three.

So what does good governance look like in practice? Here are some of the key questions funders are already asking:

1. Are you formally constituted as a not-for-profit entity?

2. Do you have a minimum of three unrelated, non-cohabiting directors or trustees?

3. Are your safeguarding, diversity, and data management policies up to date?

4. Do you hold between three and six months’ worth of operating costs in reserve?

5. Are your accounts independently examined or audited?

6. Do you have a clear strategic plan aligned with your purpose and impact?

7. Do your policies reflect the values of your organisation and beneficiaries?

8. How are beneficiaries and stakeholders involved in decision-making?

If you don’t have strong answers to these questions yet, that’s not a reason to panic, it’s a reason to prioritise enhancing your governance.

Formal legal structure provides funders with clarity about your organisation's purpose, governance arrangements, and legal obligations. It also determines your eligibility for certain types of funding – many grants are only available to registered charities or formally constituted nonprofit organisations.

Board diversity and independence helps ensure robust decision-making and reduces the risk of conflicts of interest. Funders want to see that your organisation benefits from diverse perspectives and that no single individual or group exercises disproportionate control.

Up-to-date policies demonstrate that your organisation takes its responsibilities seriously and stays current with evolving best practices. This is particularly important for safeguarding policies, which protect both your beneficiaries and your organisation's reputation.

Financial reserves show that your organisation has planned for sustainability and can weather unexpected challenges. Funders don't want to support organisations that might collapse due to a single funding shortfall.

Independent financial scrutiny provides external validation of your financial management and helps identify potential issues before they become serious problems.

Strategic planning demonstrates that your organisation thinks beyond individual projects to consider long-term sustainability and impact.

What are funders saying? Know what you’re working with:

Funders across the sport and social change landscape are clear: strong governance is non-negotiable.

Sport England consistently reinforces that good governance is essential to receiving public money. Through its Code for Sports Governance, it sets out minimum standards for structure, people, communication, and integrity, expectations that even smaller organisations are now encouraged to meet. It’s about demonstrating not just compliance, but a commitment to inclusive leadership, strategic planning, and accountability to your participants.

The National Lottery Community Fund, one of the largest investors in community sport, consistently emphasises the importance of sound governance, especially around transparency, safeguarding, and community accountability. Its Reaching Communities programme, for instance, asks for detailed evidence of leadership, board structure, and risk management frameworks as part of its due diligence.

Internationally, the SOL Foundation prioritises partnerships with organisations that can demonstrate robust structures and clear accountability. They seek out delivery partners with the systems in place to uphold integrity and impact, particularly when working with vulnerable communities.

And the People’s Postcode Lottery, which has become a major backer of sport-based charities in around the world, are clear that its trusts look for applicants who can show how decisions are made, how funds are monitored, and how risk is mitigated. Governance is part of how they evaluate an organisation’s ability to deliver on long-term social outcomes.

Going beyond the checklist

Whilst meeting basic governance requirements is essential, truly excellent governance goes further. Here are a few examples of how organisations can demonstrate governance excellence:

1. Board effectiveness and diversity

Exceptional organisations don't just meet minimum board requirements – they actively cultivate boards that bring diverse expertise, lived experience, and strategic thinking. This might include:

• Skills-based recruitment that identifies specific expertise gaps and recruits accordingly

• Term limits that ensure regular refreshment of perspectives and prevent stagnation

• Board evaluation processes that regularly assess effectiveness and identify areas for improvement

• Active inclusion of people with lived experience of the issues you're addressing

• Clear role descriptions and induction processes that set expectations from the outset

Regional note: In some countries, such as Germany, nonprofit boards have different legal responsibilities and structures compared to UK charity trustees. Understanding these differences is crucial when demonstrating governance to international funders.

2. Financial stewardship and transparency

Outstanding financial governance goes beyond basic compliance to demonstrate strategic thinking and transparency:

• Scenario planning that models different funding outcomes and their organisational impact

• Regular financial reporting to stakeholders that explains not just what was spent, but why and with what impact

• Investment policies that align financial decisions with organisational values

• Cost per beneficiary analysis that demonstrates efficiency and value for money

• Open book approaches that publish detailed financial information beyond statutory requirements

3. Stakeholder engagement and accountability

Leading organisations embed stakeholder voice throughout their governance structures:

• Beneficiary representation on boards or advisory groups

• Regular community feedback sessions that inform strategic decisions

• Transparent complaints procedures that are accessible and well-publicised

• Annual impact reports that honestly assess both successes and failures

• Regular stakeholder surveys that measure satisfaction and gather improvement suggestions

4. Risk management and organisational learning

Sophisticated governance includes proactive risk management and continuous learning:

• Risk registers that are regularly updated and inform strategic decisions

• Incident reporting systems that capture learning opportunities

• Regular governance reviews conducted by external facilitators

• Succession planning for key roles including CEO and board positions

• Knowledge management systems that capture and share organisational learning

5. Digital governance and innovation

Modern governance increasingly includes digital considerations:

• Cybersecurity policies that protect organisational and beneficiary data

• Digital inclusion strategies that ensure technology doesn't create barriers

• Remote governance procedures that enable effective virtual participation

• Data governance frameworks that go beyond basic GDPR compliance

• Digital accessibility policies that ensure online content reaches all audiences

International considerations: Data protection laws vary significantly between countries. Whilst UK organisations must comply with GDPR, US organisations operate under different frameworks, and countries like Canada and Australia have their own data protection legislation. Demonstrating awareness of relevant local requirements shows sophisticated governance thinking.

Conclusion:

Good governance is the backbone of your organisation’s ability to fundraise effectively, deliver impact, and build lasting trust with funders and communities alike. As funding landscapes become more competitive and accountability expectations rise, getting your governance right is essential.

Funders aren’t just investing in projects, they’re investing in organisations they can rely on, so by strengthening your governance, you signal that you are ready to steward their resources responsibly, navigate challenges confidently, and deliver meaningful, sustainable outcomes.

The investment in governance pays dividends far beyond fundraising success. Strong governance improves decision-making, reduces risk, builds staff confidence, and creates a platform for sustainable growth. It's not just about meeting funder requirements – it's about building the kind of organisation that can create lasting change.

Remember that governance requirements and best practices vary significantly between countries and regions. Whilst the principles remain consistent, always ensure you understand the specific legal and cultural context in which your organisation operates.

Check out our free fundraising readiness toolto determine your organisation's readiness in governance and the other five key areas.

Written by Jess Smith