With funding for non-profit organisations tougher to secure than ever, it’s a good idea to consider resourcing efforts on the expansion of existing funding sources and the embracing of new potential sources, rather than, simply asking: ‘How can we raise more money?’ or ‘Where is the low-hanging fruit?’

Thinking, planning and focusing on source by source enables a deep dive into each. (Note that a ‘source’ is ‘companies’ rather than a named corporate; ‘local trusts’ is the collective term for any South African donor trust or foundation; ‘individuals’ is one grouping and ‘HNWI’ (high net worth individuals) is the collective reference to the wealthy.

By carefully looking at each collective source, ideally with amounts raised from each: two years ago, the past year and the current year-to-date, patterns will appear:

• How many donors were there from this source?
  
  
• What was the total raised?
  
  
• What trends emerge when comparing the previous two years and the current year-to-date?
  
  
• What actions should be considered to maximise income from this source?
  
  
• Do we have the capacity (time, people and skills) to optimally secure this funding?
  
  
• What has and will it cost to pursue such income?
  
  
• Is it worth it? Should we discontinue this quest?

And for sources not previously explored, consider:

• Is this source appropriate for our mission? (Anti-substance abuse NPOs and those serving recovering addicts should generally avoid serving alcohol at events – Which might rule out certain events.)
  
  
• Do we have the capacity for this source?
  
  
• How long before we are likely to see success? (Legacies, for instance, take longer than income from events, but can mean long term financial sustainability.)
  
  
• How can we bring innovation to new sources? (Donors, like everyone else are tired of ‘the same old same old’.)

When I suggest that fundraising teams consider analysing their existing funding sources (note: funding and not exclusively fundraising) and then investigate and discuss additional sources, I am usually asked to suggest more sources – immediately.  I can suggest many, but all take time, some need specific skills and many, if not most, require financial commitment – anything from additional staff members or paid consultants, to an investment in technology.

The main question to add to those above is: How many sources can we practically manage? Below are some to consider (and I am sure there are many more). The outstanding line-up of 25 speakers on the annual online Papillon Fundraising Conference on 20 and 21 May 2025, will also enable creative and innovative ideas around un-tapped funding sources.

Companies: global, large JSE listed, province-wide, large local, medium local, corner shop, online or physical shops/restaurant for point-of-sale donations. Sponsorship or cause related marketing initiatives in partnership with companies’ marketing departments can be very lucrative (and their budgets are bigger than those of over-burdened CST departments. 

SA Trusts/Foundations: large, geographically focused, small, sector or beneficiary focused.

Foreign missions (embassies): home country or language alignment to NPO’s mission, grant-making goals aligned to NPO’s projects.

Multilateral Donor Organisations (UN, EU): amounts should be in line with NPO’s capabilities, consider applying as a consortium with other organisations.

Individuals: regular giving via debit order, crowdfunding, events, bequests, payroll giving, video game streaming, appeals by patrons/ambassadors/social media appeals, challenge events.

Income generation: earning money from core services, venue or equipment hire, physical or online retail, consulting, training.

Lottery: National Lottery, own games of chance.

Each suggestion within the above categories, is a source, and will need to be considered as such – with the capacity and requirements for each.