Before the launch of the Sustainability Model Program, implemented in partnership with the Danish Refugee Council and funded by DANIDA, NAPAD’s resource mobilization processes were significantly constrained. The organization relied almost entirely on traditional grants, had limited technical capacity for resource mobilization, and operated without a structured fundraising strategy. These limitations made long-term planning difficult and restricted NAPAD’s ability to respond to emerging humanitarian and development needs in a timely and flexible manner.
The introduction of the Sustainability Model Program marked a turning point. Through the program, NAPAD developed and launched its resource mobilization and fundraising strategy, fully aligned with the 2022–2026 strategic plan. This strategy is providing clear direction and a structured pathway for diversifying income streams, strengthening institutional capacity, and positioning NAPAD for sustainable growth.
One of the significant aspects of this transformation has been the deliberate investment in building our internal capacity. The Board, the SMP team, program teams, and the MEAL department all received targeted training to deepen their understanding of resource mobilization and the roles they play in fundraising. This approach has helped shift the mindset within NAPAD, whereby resource mobilization is no longer seen as the responsibility of a single department but a shared function requiring collaboration across all teams. With strong encouragement and oversight from the Board, NAPAD is cultivating a culture where all teams contribute to identifying and analysing opportunities, building partnerships, and strengthening donor engagement.
The operationalization of the strategy has also led to adopting a multi-channel fundraising approach. NAPAD expanded beyond traditional grants to include digital and crowd-based fundraising. Campaigns carried out through platforms such as GlobalGiving and M-Changa have opened avenues to engage individual supporters, diversify funding sources, and mobilize resources for community-led initiatives. At the same time, strengthened donor engagement strategies have enabled NAPAD to expand its network and engage with funding partners across different regions, moving beyond the organization’s previously limited geographical donor base.
This however, has not been without challenges. Like many organizations, NAPAD has encountered partner withdrawals during consortium applications, shifts in donor priorities, and funding shortages. Rather than hinder progress, each challenge has served as an opportunity for learning. NAPAD has responded by building new strategic partnerships, joining sector-relevant networks, exploring flexible funding opportunities, and refining internal systems to strengthen future applications. These experiences have reinforced the organization’s resilience and sharpened its approach to resource mobilization.
As we continue on this localization journey, we invite partners and supporters to stay engaged, share our stories, and walk with us as we build a stronger, more resilient organization capable of delivering sustainable humanitarian and development initiatives in our areas of operation.