Re-structuring Fundraising Teams for Success ; June Coffee Talk 2026

This month's webinar brought together fundraising practitioners from NGOs, CBOs, CSOs, and consulting firms in an interactive discussion about fundraising team restructuring and resource mobilization strategies in real, resource-constrained environments. The conversation emphasized that strengthening fundraising is not only about “getting donors,” but about how the whole organization aligns leadership, governance, communication, finance, and program delivery so resources can flow consistently.

1) Framing the discussion: why fundraising must become “institutional,” not siloed

A core thread running through the talk was the problem of siloed operations, that is, where fundraising, communications, finance, and program teams operate in isolation. Speakers argued that this creates avoidable friction and weakens donor confidence, because donors experience the organization as one entity.

Cross-department collaboration was discussed as the pathway to a holistic resource mobilization approach, where responsibilities are shared and fundraising is supported by multiple functions, not just one team.

2) Strategic communication and visibility as a fundraising pillar

One of the strongest conversation points was that strategic communication and visibility are foundational to fundraising success.

Key ideas highlighted:

• The need for human connection: “people still give to people” meaning fundraisers must be present in the right spaces (physically and digitally), not only sending proposals.
• Many NGOs have communication gaps around project impact.
• A practical remedy is building impact-driven case studies that demonstrate results clearly, because compelling proof of work is what convinces donors.

3) Practical fundraising in constrained settings (low-cost “starter moves”)

The session repeatedly returned to what organizations can do when they have limited staffing, reduced budgets, shifting donor priorities, and remote working realities.

Individual giving (low-hanging fruit)

Speakers recommended:

• Build/aggregate a centralized contact database
• Use simple newsletters and regular email outreach
• Provide easy giving options (e.g., M-PESA Paybill and direct bank transfers)

Corporate fundraising (targeted and aligned)

For corporate support, the discussion focused on:

• Using digital search to identify companies aligned to CSR goals
• Targeting corporate clusters connected to UK/US/Embassy networks (as mentioned in the conversation)
• Using clear, tailored appeals
• Preparing so organizations can respond quickly with credible, ready-to-share materials

Accountability and data

Another practical point: donors trust what they can verify.

• Publishing audited accounts and showing exactly how previous funds were spent was emphasized as a confidence-builder.

Flexible operational structures

To handle capacity constraints, the conversation included:

• Using virtual assistants (VAs)
• Leveraging remote work
• Using contract-based seasonal support for surges
• Even integrating use of AI/tools to improve efficiency (raised as a way to reduce staffing pressure)

Budget integration (don’t hide fundraising costs)

The talk also clarified that fundraising costs should not be treated as purely “administrative overhead”:

• Wherever possible, integrate fundraising effort into project budgets
• Explicitly define fundraising levels of effort as part of the organization’s core functions in institutional proposals (depending on funder rules)

4) Governance gaps and “alignment” as part of the system

When governance questions were raised, the discussion linked fundraising performance to governance and alignment not as paperwork, but as a foundation for coordinated action.

Participants discussed the need for resource mobilization strategies to be aligned with:

• legal frameworks and policy requirements
• constitutional and strategic planning requirements (especially for public-sector related entities)
• national and institutional priorities

This is why “breaking silos”  presented as strategically necessary to avoid governance and compliance gaps.

5) Team restructuring: what changes as organizations grow

As the conversation moved into fundraising team structure, speakers described the need for a team design that matches organizational size and maturity.

The practical guidance included:

• Establishing clear roles
• Developing a fundraising strategy that guides how different units work together
• Ensuring interdepartmental alignment (program + finance + communications + fundraising)

A key idea was that team restructuring is progressive; small organizations start with lean structures, then add complexity as they grow and larger organizations require more formal coordination mechanisms so fundraising isn’t dependent on a single person

6) Collaboration beyond the organization (public-private-NGO ecosystems)

Beyond internal restructuring, the talk highlighted a broader need for collaboration across sectors, including:

• public-private-NGO synergy
• coordination between ministries/government structures and CSOs/NGOs
• using multilateral and bilateral collaborative frameworks to unlock larger funding pools and improve ecosystem-wide efficiency

7) Calls to action : What participants were urged to do...

The talk concluded with practical “do now” actions. Main next steps included:

For all organizations

• Audit your current fundraising culture and choose at least one department to align with this week
• Develop/update a resource mobilization policy and strategy reflecting interdepartmental collaboration
• Run a SWOT analysis to identify strengths, weaknesses, opportunities, and new income streams
• Build a database of contacts (emails, social media followers, volunteers, etc.)
• Create and distribute a regular newsletter using digital channels
• Identify 10–20 corporate partners for outreach
• Apply for grants that support fundraising capacity building (including hiring and team development)
• Integrate fundraising costs into project budgets where allowed
• Use digital tools and social media for low-cost donor communication and fundraising campaigns
• Set up basic online giving options (website donation, MPESA, bank transfer) and promote them
• Define clear KPIs and monitoring tools across departments
• Encourage board and leadership participation in fundraising culture and strategy
• Consider virtual assistants and AI tools to increase efficiency
• Benchmark with similar organizations to adapt successful models
• Ensure fundraising strategy alignment with national policies and institutional plans
• Build a centralized knowledge repository (success stories, evaluation reports, fundraising evidence)

July Coffee Talk: When Your Budget Is the Problem | Jul 30, 2026 |10:30 am EAT (virtual)

In this session, we will move beyond “survival budgeting” by learning how to request and communicate the true cost of projects, position institutional costs as value drivers, and create funder-ready budgets that remain operationally honest and sustainable.

Register now and come prepared to strengthen internal collaboration, reduce last-minute budget reworks, and negotiate rates with evidence.