Fundraising in sport for development: the state of play

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?

We have provided a summary. Please view the full article on Remedy. Image credit: Remedy Sport.