Fundraising: Just a Search for Funds, or Something More?

Civil society organizations in Türkiye face new tests in fundraising. Restrictive legislation on fundraising, the increasingly difficult nature of relations with public institutions, and shrinking channels for participation all limit the scope of action for organizations. Access to funds is declining both in quantity and quality, while donation models remain limited. Added to this are external pressures such as currency fluctuations, inflation, and rising living costs, which further strain organizations’ resilience. Some organizations are closing offices, others are reducing staff, and some are struggling to meet even their basic expenses.

So, are we still viewing fundraising merely as “finding funds”? How did civil society create resources before funds became central? And is “resource” only about money?

Research we have conducted in recent years has clearly revealed the structural barriers civil society organizations face in fundraising. With limited opportunities, many organizations rely mainly on membership fees from those committed to civil society, struggle to raise donations due to regulatory restrictions, encounter difficulties in carrying out economic activities, make little use of public funds, and are few in number when it comes to accessing international sources. Those who do access them often face stigmatization. In such an environment, potential cannot be fully activated. This picture shows once again that the economic sustainability of civil society is not merely a technical issue but directly tied to the independence, legitimacy, and capacity for social impact of organizations.

This context makes it clear: we must see fundraising not simply as “funds,” but as an issue closely related to the structural resilience of organizations.

From temporary solidarity to lasting strength

Our approach to fundraising is often project-based and fund-focused. We rarely make the effort to explore and experience alternative methods such as individual donations, regular supporters, or sponsorships. Although many organizations recognize the potential of these areas, they cannot act on it due to a lack of time, human resources, or systems to build the necessary infrastructure.

Yet as many of us already know, fundraising is not limited to writing grant applications. This is precisely why we need to engage donors, involve volunteers, increase supporters, and build our own communities. All of these are shaped by the trust and commitment people feel toward an organization’s story. In this context, non-grant resources stand out as critical not only for economic diversity but also for organizational independence.

So how?

First, there is real social potential. The volunteering, donations, and solidarity that emerge in times of disaster demonstrate this clearly. During such periods, civil society’s ability to respond quickly, mobilize resources, and build trust becomes very visible. Yet, most of these efforts remain confined to the temporary mobilization spirit of crisis moments. The key question then becomes: how can we transform this temporary potential into lasting structures?

Turning temporary potential into lasting capacity is not only about ensuring continuity of resources. It also means coordinating volunteering systematically, putting individual donations on a stable and reliable footing, and making solidarity part of everyday practice. This requires building transparent, trust-based, and open structures—both at the organizational level and across the wider civil space. Volunteer registration systems, donor relations management, and shared campaign mechanisms, for example, can turn spontaneous social responses into lasting capacities.

One of the most critical questions we may need to ask is this: how can we make the solidarity capacity that emerges during disasters work outside of crises as well? What do we need to do to make volunteering, donations, and collective action not only a reflex in times of hardship but a sustained social practice?

Rethinking fundraising together

Is fundraising simply a process of finding funds? Or is it an approach that directly shapes an organization’s culture, priorities, and ways of relating to others?

In organizations dependent on project-based funding, financial tracking often focuses solely on funded projects. But do we have a holistic view of annual income and expenditure balances? Are we able to diversify our resources, or are we still operating within fragile structures where losing a single donor could wipe out most of our budget?

When we think of fundraising, do we only think of grant calls? Or do we also see recognizing our existing resources, managing them effectively, and exploring new forms of support as part of the process?

From internal salary policies to digital infrastructure, from donor relations to partnerships with the private sector—many aspects are part of fundraising. Do we see these elements as separate issues, or do we consider them as interconnected parts of a whole?

Is fundraising left only to a single person’s responsibility? Or do we design it as an approach spread across all levels of the organization—from the board to volunteers, from communications to reporting? At this point, perhaps the most essential question is this: are we telling our story well enough as an organization? And who are we inviting into that story, and how?

There may not be definite answers to these questions. But thinking together, hearing different experiences, and learning from examples can open up new pathways for each of us. Fundraising processes can be reimagined within this shared space of reflection and exchange.

A step from STGM: The financial empowerment program

Based on these needs and questions, we are about to launch the Financial Empowerment Program. Implemented under the Resource Center Project, this program aims to discuss fundraising not just as a technical exercise, but as a practice aligned with organizations’ missions, values, and social relations.

We have designed the program as a collective process of learning and empowerment, with three main components:

• One-to-one consultancy: Supporting organizations to implement their fundraising plans with tailored consultancy.
• Learning community: Creating a space for experience sharing and joint reflection, open not only to participating organizations but also to experts, consultants, and institutions interested in the field. This community will be an important part of STGM’s strategy of building alliances and producing expertise collectively.
• Volunteer expert network: Opening a space for professionals outside civil society to share their knowledge and experience with the sector. We aim to promote a culture of volunteering and enable experts from diverse fields to contribute their know-how to civil society.

Learning and growing stronger together

We see financial empowerment not only as finding money but as producing together, making resources visible, creating value, and multiplying that value. Because resources are not only material—they are knowledge, relationships, time, trust, shared purpose, and solidarity. With this new program, we aim to expand civil society’s capacity to create and diversify its own resources.

Is your organization open to this transformation?

If you want to make your fundraising processes more sustainable, transparent, and impact-driven, follow our new Financial Empowerment Program.

Application calendar and details will soon be available on our website!