Findings from the 2024 survey on fundraising in sport for good and discussions at the inaugural Sport Fundraising Summit suggest that while fundraising in the sector continues to evolve and professionalise, significant work remains to build more robust, equitable, and sustainable funding practices across the global landscape. 2024 was a year of both challenge and opportunity, with organisations navigating economic shifts, changes in donor behaviour, and evolving funding strategies. Yet, amidst the uncertainty, resilience and innovation have emerged as defining themes.

Between October and December last year, the Remedy team gathered insights from 164 organisations of all shapes and sizes within the sport for good sector, which painted a clear picture of the triumphs, struggles, and lessons that shaped fundraising in 2024. Our analysis, encompassed in the "Fundraising Practice and Performance in Sport for Good: 2025 Benchmark Report" highlights key trends shaping the sector, providing a roadmap for what lies ahead.

Taking this a step further, our inaugural Sport Fundraising Summit last week brought together 150 organisations and fundraisers to discuss these findings and consider the future of fundraising in the sector. The Summit provided a much-needed platform for discussion, knowledge-sharing, and collaboration in the sport for good sector. Across multiple panels and workshops, experts and practitioners delved into the evolving funding landscape, the importance of strategic partnerships, and the need for a long-term vision that prioritises impact over mere numbers. This blog will consider the latest fundraising trends, challenges, and lessons learned.

2025 Benchmark Report Headlines

• 66% of organisations operated without a formal fundraising strategy;

• 46% failed to meet their fundraising targets;

• 26% anticipate a decline in income in 2025;

• 74% expect their income to stabilise or grow;

• 35% rely primarily on grants for income; and 

• 34% use AI in their fundraising. 

But what does this mean for organisations across the sector? Have we witnessed meaningful progress, or are some organisations still struggling to gain momentum and achieve growth in their fundraising goals? Let's delve deeper. 

2024: A Year of Fundraising in Review

A Mixed Year for Fundraising Success

The data is telling - nearly half of the surveyed organisations (46%) fell short of their fundraising targets in 2024, with only 30% achieving or exceeding them. The most significant barriers included a lack of fundraising expertise, limited investment in fundraising activities, and ongoing challenges in securing grants from trusts and foundations. These obstacles highlight the pressing need for strategic planning and dedicated investment in fundraising capacity to harness the full potential of their fundraising efforts.

However, some organisations exceeded expectations, demonstrating that success is achievable with the right approach. Those who diversified income streams, strategically invested in fundraising, and cultivated strong donor relationships saw tangible results. While 35% of organisations relied primarily on foundation grants, larger organisations also benefitted from corporate partnerships and government or institutional funding. This diversification marks an essential shift - organisations are recognising that financial sustainability cannot hinge on a single funding source.

Investing in Fundraising Skills and Capacity

A striking 66% of organisations operated without a formal fundraising plan or strategy in 2024, leaving them reactive rather than proactive in their approach. For many, this lack of strategy contributed directly to missed funding opportunities and organisational instability.

While some organisations explored new methods, such as increasing fundraising activity, building dedicated fundraising teams, and improving relationships with existing donors, the data suggests that not all had the resources or capacity to innovate significantly. The effectiveness of these efforts varied, with some organisations achieving their targets and others still struggling despite their attempts. 

One of the most pressing challenges was a lack of in-house fundraising expertise. Many organisations struggled with staff shortages, insufficient training, and limited capacity to explore innovative funding avenues. Yet, those who prioritised upskilling, whether by hiring dedicated fundraising professionals or investing in training for existing teams, were better positioned for success. 

The takeaway is clear: building internal fundraising expertise is no longer optional; it’s essential for long-term sustainability. 

The Role of Corporate Partnerships and Institutional Funding

Corporate partnerships continued to be a valuable funding source, with many organisations leveraging corporate social responsibility (CSR) initiatives to secure both financial support and in-kind resources. Likewise, institutional funding from governments and international bodies provided critical lifelines, particularly for larger, well-established organisations. 

What separated those who succeeded from those who struggled? A strong, clearly articulated impact narrative. Organisations that could effectively communicate their value and demonstrate tangible outcomes were significantly more successful in securing funding from corporate and institutional partners.

Institutional funding remains a critical component of Sport for Good financing, yet it is undergoing significant change. At last week’s Summit, Axel Caldas from GIZ noted shifting political priorities and economic pressures are reshaping public budgets, making it more important than ever for organisations to align their work with government and institutional objectives. Teodora Pletosu from UEFA suggested that moving toward innovative financing models—such as social impact investment—will be essential for long-term sustainability.

2025: What will this year look like?

With 2024 behind us, several key trends are likely to shape the fundraising landscape in the year ahead:

A shift towards capacity building

More organisations are recognising that a strong, skilled fundraising team is the foundation of success. So, expect to see increased investment in professional development, training, and dedicated fundraising staff. 

At the same time, funders are increasingly being called upon to offer more flexible, unrestricted funding, allowing organisations greater autonomy in how they allocate resources. Panelists at the Sport Fundraising Summit agreed that the post-COVID funding landscape has accelerated the shift toward more equitable, and participatory funding models, with Yvonne Henry from Women Win highlighting how funders are increasingly focusing on shared governance mechanisms and unrestricted funding, enabling organisations to address local needs more effectively. Tom Burstow of Laureus Sport for Good emphasised that collaboration is now a key requirement in funding applications, signalling a growing expectation that organisations work together rather than in silos.

Continued diversification of income streams

Gone are the days when organisations rely on grants as a single source of income. Social enterprise models, unrestricted funding, and strategic partnerships will be more crucial than ever to secure financial sustainability. With 71% of organisations citing diversification as a key driver of growth in 2024, fundraising clearly requires a diverse approach; it's not simply beneficial, it's a necessity.

The discussion on corporate partnerships at the Summit last week reinforced the notion that brands are shifting away from transactional sponsorships toward long-term, value-aligned collaborations; presenting an opportunity for organisations in sport for good to add corporate income to their portfolio. Adidas’s Ashley Czarnowski confirmed that corporations are now prioritising authentic partnerships that reflect their core beliefs rather than one-off financial contributions.

AI fundraising - A tool, not a strategy

AI and digital tools are becoming increasingly prevalent in donor engagement, grant writing, and campaign management. While only 34% of surveyed organisations are currently using AI in their fundraising efforts, this number is expected to rise. AI technology can help organisations streamline prospect research, automate repetitive tasks, and improve data analysis, making fundraising efforts more efficient. However, it is crucial to recognise that AI is a tool to enhance fundraising and it cannot replace human insight, relationship-building, or strategic decision-making.

At the Summit last week, we heard Zenna Hopson of Dallaglio RugbyWorks stress the importance of moving beyond surface-level metrics to tell human stories, stating, "It’s not about how many people you reach, but how many lives you change." Neil Sood of Comic Relief echoed this, noting that a compelling impact narrative not only helps attract funding but also ensures funders see grantees as true partners in change rather than passive recipients.

As organisations incorporate AI into their fundraising efforts in 2025, they must do so with a clear understanding of its limitations. AI can assist with identifying funding opportunities, drafting proposals, and refining donor communications, but it cannot replace the human touch. Genuine relationships, compelling storytelling, and trust-building remain at the heart of successful fundraising. While AI can enhance efficiency and streamline processes, it should be viewed as a complement to, rather than a substitute for, fundraisers' expertise, passion, and creativity. 

In summary

While 2024 was a challenging year for many, it reinforced a powerful message: adaptability, innovation, and investment in fundraising capacity are the cornerstones of fundraising success. As we progress through 2025, organisations that embrace these principles—by diversifying funding, strengthening teams, and fostering meaningful partnerships—will be in the strongest position to thrive.

The summit reinforced a clear message: the future of Sport for Good relies on collaboration, knowledge-sharing, and a collective commitment to long-term growth. The industry must move beyond isolated efforts and instead foster partnerships that create systemic change. As Tom Burstow aptly put it, "The battle is not lost yet. Now, more than ever, there is a chance for us to unite and have a common and strong message."

For those looking to strengthen their fundraising approach in 2025, now is the time to reflect on what worked, identify areas for growth, and take deliberate steps to build a more resilient financial future. Organisations must seize this momentum to build a sector that is more sustainable, inclusive, and impact-driven. There is an unmistakable call for a fundamental shift away from short-term fixes and towards long-term, sustainable fundraising strategies. 

So, what’s next?

• View the full 2025 Benchmark Report to dive deeper into key trends. 

• Assess your organisation's readiness with our free Fundraising Readiness Tool - use it as a baseline to identify strengths and areas for improvement.

Written by Jess Smith