How can civil society organisations develop long-term financial sustainability strategies in an environment marked by shifting donor priorities and growing uncertainty in global development funding? What steps can NGOs take to generate sustainable internal funding and reduce overreliance on donor support? These are questions many civil society organisations must now confront with urgency, particularly in countries like Nigeria where economic volatility, policy change, and shrinking donor budgets have made the future of NGO funding very unpredictable. As traditional funding sources shrink and competition for available resources intensifies, it is becoming clear that survival and impact in the civil society space will depend not just on passion or good intentions but on the ability to mobilise diverse resources and build financial resilience.
Resource mobilisation plays a crucial role in ensuring the sustainability and effectiveness of CSOs. It involves gathering and managing various resources, including financial, human, and in-kind contributions to support the organisation’s mission and programmes. This process is essential for maintaining service provision, supporting organisational growth, and improving the quality of services offered. Recently, I had the opportunity to attend a three-day workshop on Resource Mobilisation and Financial Resilience organised by the West Africa Civil Society Institute under the Civic Space Resource Hub (CSR-Hub).
The workshop brought together over 30 civil society organisations from across Nigeria and was anchored on the third pillar of CSR-Hub, which aims to strengthen the resourcing and financial management capacity of CSOs. Throughout the training period, we were taught the foundational elements of resource mobilisation including the role of leadership in creating social capital and driving financial sustainability, the resource mobilisation pyramid, environmental scanning, practical fundraising strategies such as how to leverage social media for crowdfunding, how to develop project ideas that attract donors, and how to write compelling concept notes and proposals.
Some of my key takeaways from the workshop include:
Resource mobilisation is a collective responsibility: Resource mobilisation is more than fundraising. It encompasses the strategic position of an organisation’s vision, programmes, partnerships, and communication to attract financial and non-financial support. Fundraising should not rest solely on the executive director or the fundraising team. Everyone in the organisation has a role to play in resource mobilisation, whether through networking, proposal writing or leveraging on their personal and professional connections.
Stop competing, start complementing: One of the things I learnt during the workshop is how interconnected the CSO space is. Thus, it is essential to avoid competition that undermines the efforts of other organisations. Rather than badmouthing other NGOs to potential donors, demonstrate how your proposed project complements their work.
Diversification of funding is essential: As donor funding becomes more uncertain, organisations must begin to critically examine opportunities for internally generated funding that gives them greater autonomy and flexibility, since relying exclusively on foreign donor funding is no longer a viable long-term strategy.
Institutional compliance is non-negotiable: Many organisations struggle not because they lack great project ideas but because they do not meet basic operational standards. Having the proper documents, policies, and systems in place is essential for credibility, winning donor trust, and gaining access to funding.
Knowledge sharing builds resilience: Hosting regular internal learning sessions can ensure that all team members remain empowered to contribute to the organisation’s vision and sustainability goals.
Overall, the workshop provided deeper insights into how CSOs can diversify their funding sources and build long-term sustainability. As external donor funding becomes more uncertain, civil society organisations must rethink how they mobilise resources, develop their teams, and engage their communities. They must create their own resource mobilisation pyramids, identify their strengths, and build diverse funding portfolios. Most importantly, they must promote a culture of learning and adaptability. What strategies is your organisation using to ensure financial sustainability?