How can African NGOs build stronger partnerships with local businesses, diaspora networks and community philanthropy for long-term financing?
Question submitted by: Philipo Herman Malley, Technical Advisor, Foundation for People’s Health and Environmental Conservation, Tanzania
African NGOs should change the opening question from “Will you fund our project?” to “What important problem can we solve together?” Strong partnerships begin with a shared interest rather than a funding request. Organisations need to understand what matters to each prospective partner and identify where their respective knowledge, networks and resources can create value together.
With businesses, NGOs should understand the company’s commercial, workforce and community priorities. They can then offer several ways to contribute, including funding, procurement, products, technology, employee expertise, communications and market access. A strong business partnership should have a clear proposition, defined outcomes and benefits for both the community and the company.
NGOs should also look beyond corporate social responsibility departments. Potential relationships may sit within sustainability, human resources, supply chains, government relations, marketing or business development teams. Local businesses may initially make modest contributions, but sustained engagement can develop into multi-year partnerships, sponsorship, pro bono support or access to new networks.
Diaspora communities should be treated as long-term partners, not simply as donors to contact during emergencies. They can provide professional expertise, influence, introductions, advocacy and access to international networks, as well as financial support. Organisations can create advisory groups, regular briefings, volunteering opportunities or structured giving circles that allow diaspora members to remain connected to issues and communities they care about.
Community philanthropy can include local giving circles, faith groups, alum associations, traditional leaders, volunteers and in-kind contributions. Even modest local support can provide flexible income while demonstrating legitimacy and community ownership. It can also strengthen the organisation’s case with larger funders by showing that the people closest to the issue are willing to invest their own resources, time and trust.
Organisations should make it easy for people to participate at different levels. Not everyone can provide a large donation, but many can contribute expertise, meeting space, transport, equipment, introductions or public support. These contributions should be recorded, recognised and valued as part of the organisation’s wider resource base.
Across all three groups, the essential ingredient is trust. Organisations must invest in listening, credible evidence, consistent communication and long-term stewardship. They should report honestly on progress and challenges, demonstrate how resources have been used and keep partners engaged beyond individual projects or campaigns.
This also requires a mindset shift. African philanthropy should not be treated as a secondary option pursued only when international funding declines. It is a source of leadership, legitimacy, resilience and locally rooted capital that should form part of an organisation’s long-term strategy.
African philanthropy offers much more than money: it brings leadership, knowledge, networks, influence and enduring local ownership.
(This answer was provided by Keith Kibirango, a fundraising and philanthropy expert, and Founder & Chief Executive of New Global Markets Consulting)
