Turning confidence into capability

A year on from Remedy’s inaugural Sport Fundraising Summit and 2025 Benchmark Report, it seems a lot has shifted across the sport for good sector. What hasn't changed is the ambition and commitment that drive organisations within it.

The 2026 Fundraising Benchmark Report, drawing on responses from 142 sport for good organisations worldwide, shows a sector that is more optimistic, more strategic, and more technologically enabled than in previous years, but not yet consistently more successful. Confidence is clearly rising, so the question now is whether capability is rising at the same pace, and if not, what can be done about it? 

Between October and December 2025, we gathered insights from organisations across the global sport for good community, exploring how fundraising practices are evolving. We captured data on strategy adoption, income diversification, AI usage, and fundraising performance. Reflecting on last year’s findings alongside this new data has allowed us to step back and ask: how is our sector really changing?

Key trends include:

• In 2025, just 39% of sport-for-good organisations projected income growth. In 2026, that figure has risen to 63%

• AI adoption has surged to over 85%

• Corporate partnerships have more than doubled in importance as a primary revenue source, now level with grants from trusts and foundations at 32% each

• Confidence across the sector is higher than at any point in recent years, yet more than 40% of organisations are still missing their fundraising targets, and a further 22% didn't set any targets at all

These themes were reinforced at this year’s Sport Fundraising Summit, held at Bounce in London on 25th February, where 160 fundraisers, CEOs and donors in sport for good came together to explore fundraising practice, performance and ambitions. We discussed the broader state of the sector, the realities of income diversification, how AI is reshaping applications, what funders actually want to see, and so much more. 

This blog explores what the 2026 data tells us about where fundraising in sport for good stands today,  and what must change if rising optimism is to translate into stronger, more consistent performance.

A more confident sector

Perhaps surprisingly, confidence across the sector feels relatively steady, and in many cases, stronger than might have been expected. As Zenna Hopson, CEO of Dallaglio RugbyWorks, noted at the Sport Fundraising Summit, this may simply reflect the fact that organisations in the sector know what they are doing and that sport works. They understand their beneficiaries, how to deliver effectively, and why their work matters. In turn, that clarity is helping to build a quietly confident sector, providing a strong foundation for future growth. Over the past year, organisations have shown that they are thinking bigger, aiming higher, and setting their sights firmly on growth, scale and opportunity. The data shows:

• 63% of organisations now expect income growth, up from 39% last year

• Only 14% anticipate a downturn this year

• Even organisations that missed targets last year remain optimistic, with 58% expecting growth

This kind of optimism can fuel experimentation, sustain teams through challenges, and create momentum in uncertain environments. But it also prompts an important question: is this growing confidence underpinned by strengthened fundraising capability, or is it being driven primarily by aspiration?

At the Fundraising Summit, there was a clear and honest recognition that belief alone is not enough. Funders and practitioners spoke openly about the realities of capacity, the pressure on small teams, and the need to invest deliberately in skills, relationships and systems. Confidence can be an asset to both your organisation and team, but sustainable growth requires more than ambition; it requires preparedness.

And while expectations are rising sharply, performance has not yet fully caught up. More than 40% of organisations still fell short of their fundraising targets in 2025. The gap between intent and execution is the defining theme of this year's findings.

Strategy adoption is up, but strategy alone is not enough

One clear sign of progress is that more organisations now have documented fundraising strategies. The proportion has risen from roughly a third in 2025 to 53% this year. There is a measurable link between having a strategy and meeting income goals: 43% of organisations with a documented strategy met or exceeded their targets, compared to 31% of those without one.

But as many conversations at the Summit made clear, strategy on paper is only the starting point. What separates organisations that consistently meet their targets from those that fall short is execution. That sentiment resonates across the sector, including with our friends at the FIBA Foundation, who have taken a more holistic approach to fundraising. Rather than relying on one passionate individual or an overstretched team, they have embedded fundraising across leadership, programmes and partnerships.

“Fundraising needs to be organisational, not individual.”
Theren Bullock Jr, Head of FIBA Foundation

Key differentiators for those who did see success were those who had:

• Skilled and dedicated fundraising teams

• Strong, trust-based donor relationships

• Clear outcomes supported by credible data and evidence

• Tailored applications aligned with funder priorities

There is growing recognition that capability is the real accelerator. Fundraising is more than just securing income, but about building long-term relationships, thinking creatively, and aligning funding with the social issues organisations are genuinely equipped to address. As unpacked during our panel on the future of fundraising: 

“Strategy is understood; capability remains the challenge. Those who combine insight, skills, and focus consistently reap the rewards.”
Julian Roessler - Head of Stakeholder Engagement, adidas Foundation 

Therefore, while ambition and planning both matter, organisations that can combine insight with structured systems and skilled people are far more likely to outperform those relying on aspiration alone. 

The use of AI without a guaranteed impact

AI adoption across the sport for good sector has accelerated rapidly. Over 85% of organisations now use AI in some aspect of fundraising, most commonly to draft, refine and tailor proposals. Tools that were once accessible only to larger, well-resourced teams are now widely available, lowering barriers and increasing speed. Notably, AI adoption has spread across the maturity spectrum; last year, it sat mainly with growth and established organisations, but this year, even smaller and newer organisations are using it extensively.

Yet despite widespread adoption, the proportion of organisations meeting their fundraising targets has barely changed. Among organisations registered for a year or less, none met or exceeded their targets.

Conversations at the Summit added important nuance. While AI has raised the baseline quality of many applications, funders noted that it has also made submissions feel increasingly similar. Application volume is up, but differentiation has become harder. When everyone has access to the same tools, standing out requires something distinctly human. AI can accelerate strong practice, but it cannot replace weak foundations, so without skilled teams, clear outcomes, and solid evidence, technology simply amplifies activity, rather than effectiveness.

 “After 30 seconds of a project proposal, [the foundation] knew this was written by AI… [instead, organisations should] sit down and really demonstrate your knowledge and commitment by writing it yourself.”
Julian Roessler - Head of Stakeholder Engagement, adidas Foundation

This isn’t to say funders are against technology, but when you’re putting together an application, it’s worth asking how much of it really shows who you are, what you do, and why it matters. Taking the time to add real-world experience, context, and thought makes your purpose clear and your voice authentic.

Looking ahead, understanding how AI can genuinely strengthen income performance, rather than simply increase output, will be critical. The competitive bar has risen in an already crowded funding landscape, making authenticity, alignment and credibility more important than ever.

It is worth noting that this applies both to organisations working tirelessly to deliver meaningful change for their beneficiaries and to funders reviewing their processes. There is still so much to discuss about how the sector can move away from the current trade-off between quick-turnaround deadlines, which can result in lower-quality applications, and the overuse of AI-generated submissions. There is a growing consensus to work towards a system that allows for high-quality, authentic proposals supported by thoughtful use of technology, creating a process that is enriching for both applicants and funders.

Is corporate income reshaping the funding landscape?

Corporate partnerships have more than doubled as a primary revenue source, rising from 14% in 2025 to 32% in 2026, now standing alongside trusts and foundations. Government and institutional funding has also grown, though more modestly. By contrast, individual giving has fallen sharply: only 14 respondents cited it as their largest income stream. This reflects a sector that is adapting, diversifying income, exploring partnerships, and aligning with broader impact objectives. 

At the Fundraising Summit, this shift was framed not as opportunism, but as evolution. Long-term partnerships built on shared purpose, rather than one-off sponsorships, are increasingly viewed as a resilient source of income. Funders also highlighted a move from attribution to contribution, pointing to a broader trend toward trust-based, multi-year engagement where alignment exists

Risk remains, with nearly a third of organisations still relying on a single funder for more than half of their income, and a further 23% depend on one funder for between a quarter and half of their income. In a funding environment that has never been more competitive, this level of concentration represents a material risk.

“Corporate partnerships are often seen as the scariest avenue in sport for good fundraising. Investing limited resources in leads that might not succeed can feel risky. But in a changing ecosystem and a new funding paradigm in the non-governmental sector, corporate funding can be a game-changer. In a world faced by multiple funding cuts across many sectors, the sport for good community can certainly troubleshoot, grow and diversify impact by having a more ambitious corporate fundraising strategy.”  
Juan Sebastián Brizneda Henao - Corporate Fundraiser - Remedy 

Size, maturity, and the capability gap

Organisational size and maturity remain closely linked to fundraising performance. Larger, more established organisations are more likely to have documented strategies, dedicated staff, and structured systems, all of which support more consistent results. Two-thirds of organisations earning over $1m have a fundraising strategy, compared to 40% of those earning under $100k. Among organisations operating for more than a decade, 47% met or exceeded their income targets, while no organisations under one year old did.

The report also highlights a tension within more established organisations: while maturity brings greater capability, it can also lead to greater risk aversion. Larger organisations were more likely to describe difficulty testing new fundraising methods, reflecting a real tension between stability and the need to innovate.

If the sector is serious about sustainable growth, early-stage organisations need more than encouragement. Targeted skills development, practical support, and proportionate infrastructure are essential to help translate ambition into results.

From optimism to implementation

The Benchmark Report really shows one thing clearly: the sector knows what needs to change. Awareness is up, strategies are improving, and relationships remain the single most important driver of income growth, cited by 38% of organisations that grew their income this year. The next step is putting all of that into practice. Some of the ways we’re seeing organisations do this include:

• Investing in fundraising skills and capacity

• Diversifying income sources actively, not just in principle

• Strengthening donor relationships through storytelling and impact evidence

• Treating strategy as a living, adaptable process

Confidence is one thing, but for 2026, the real question is whether organisations are ready and have the time to put in the groundwork that will let them really thrive.

2026 Benchmark Report takeaways and next steps

For organisations seeking to strengthen their fundraising approach, this year’s data offers clear direction:

• Prioritise internal capability; strategy alone is not enough. Invest in fundraising skills, training, and, where possible, dedicated capacity.

• Use AI and digital tools intentionally, as enablers of strong practice, not substitutes for it.  Authenticity and alignment matter more than volume.

• Diversify income streams to reduce risk and build long-term resilience. This means active experimentation, not just stated intent.

• Invest in relationships and narrative; funders respond to clear, credible impact stories, grounded in evidence.

• Collaborate and share learning. Partnerships and networks strengthen capacity across the sector.

The conversations at the Sport Fundraising Summit reinforced what the evidence makes clear: fundraising success in 2026 will belong to organisations that combine confidence with capability,  ambition with infrastructure, optimism with execution.

The full 2026 Benchmark Report explores these insights in depth and provides practical guidance for organisations ready to translate momentum into measurable, sustainable growth.

• Access the full report here

• Access our Fundraising Readiness Tool to assess your organisation’s strengths and areas for improvement here 

Written by Jess Smith