ILSS
India's social sector is entering a period of financial reckoning. Even as the ambitions of nonprofits expand to meet complex development challenges, the resources required to sustain that work remain deeply constrained. In this conversation, Nikita Gupta, Lead, Centre of Excellence for Fundraising, and Meenal Manolika, Associate Director, Centre of Excellence for Fundraising, at India Leaders for Social Sector examine the widening funding gap, the shift toward domestic philanthropy, CSR and impact capital, and the growing role of technology and institutional capacity. At its core, the discussion explores how fundraising in India has evolved into a defining test of leadership, strategy, and long-term resilience.
1.What key challenges are social sector organisations in India facing today that make fundraising such a vital skill for their survival and growth?
India's social sector is working within a deep and widening structural funding gap. NITI Aayog estimates that the deficit between what is required to address key development challenges and the funding currently available is around INR 14 lakh crore, and the Bain-Dasra Philanthropy Report 2025 projects this could rise to INR 16 lakh crore by FY 2029.
But beyond these headline figures lies a more immediate operational reality. The India Nonprofit Report (Dasra-Kearney) finds that 72% of nonprofits identify funding shortages as their biggest challenge, and 58% operate on annual budgets of less than INR 1 crore. In other words, many organisations are expected to tackle deeply entrenched social issues with financial resources that, in many cases, would barely sustain basic organisational costs.
This is why fundraising in India cannot be treated as a back-end support function. It has become a core leadership capability, essential not only for survival but for building resilient institutions that can grow, adapt, and deliver long-term impact.
2.How has the shift from traditional donor funding to CSR and impact investment changed the fundraising landscape for NGOs and social enterprises?
Over the past few years, the fundraising landscape for NGOs and social enterprises in India has undergone a structural transformation. The centre of gravity has decisively shifted from traditional foreign sources toward domestic philanthropy, driven by both regulatory changes and the maturation of India's giving ecosystem.
Foreign funding, once a dominant source of capital for many organisations, has been on a sustained decline following amendments to the Foreign Contribution Regulation Act (FCRA) and tightening compliance requirements. At the same time, bilateral funding from agencies such as USAID and European government programmes has contracted as development priorities shift and budgets tighten, reshaping international aid flows.
Into this space have come Corporate Social Responsibility (CSR) and newer forms of private capital. Corporate Social Responsibility (CSR) in India has evolved into a significant change agent over the past decade. According to India CSR 2025 (Give Grants), this number could grow to â¹1.2 lakh crore annually by FY35. Family philanthropy is also expanding steadily, growing at an estimated 10-12% annually. A segment that is growing but remains underinvested in is everyday giving through small individual contributions, which has reached around INR 27,000 crore. These trends reflect both increased wealth creation and greater social awareness among domestic donors.
This domestic shift is further reinforced by innovative financing instruments that did not exist a decade ago. There is growing dialogue around as well as increasing implementation of blended finance models and Impact investment funds. Instruments such as Development Impact Bonds are encouraging fresh approaches to financing social returns. As a result, while NGOs and social enterprises are being compelled to rethink their fundraising strategies, they have a tremendous opportunity to tap into new sources of capital to sustain and grow their work.
3.What specific fundraising skills or strategies are most essential for leaders in India's social sector to master in the current economic and regulatory environment?
In India today, fundraising has become as much a leadership discipline as it is a resource-mobilisation function. Given the current economic uncertainty and a more complex regulatory environment, social sector leaders need to master a combination of strategic clarity, relationship-building, and organisational rigour.
We believe foremost that leaders need the right fundraising mindset, moving from transactional "asking" to positioning their organisation as a credible, investable partner. This calls for a well-defined strategy, rigorous governance and compliance, and transparent, confident communication of the vision and impact. The ability to convey complex ground-level realities as compelling stories that speak to funders is especially vital for leaders.
Beyond messaging, cultivating relationships lies at the heart of fundraising. In India, particularly, funding decisions remain deeply personal and trust-driven. It is critical for sector leaders to nurture relationships with decision-makers over time, as well as meaningfully engage existing donors as partners in creating impact. Trust building is key in sustaining long term funding partnerships and with the growing diversity of funding opportunities available, building visibility of the work while ensuring thorough due diligence and credibility will be essential towards this.
Finally, leaders need to strengthen organisational systems. Fundraising requires discipline and process orientation. It also demands compliance readiness and strong internal coordination between fundraising, finance, and programs. The organisations that will succeed in this environment are those that understand this and invest in institution strengthening and building robust systems.
4.In what ways can technology, storytelling, and data-driven communication enhance the effectiveness of fundraising in India's social development ecosystem?
Technology, storytelling, and data-driven communication are increasingly central to building sustainable fundraising ecosystems in India's social development sector. With approximately 732 million internet users spending an average of 90 minutes online daily, the sheer scale of digital reach available to nonprofits is unprecedented - and as AI capabilities deepen, the possibilities expand further still. Organisations that invest in accessible communication are able to effectively leverage this growing audience for their work and win supporters who are genuinely connected to the cause. This is critical because donors want to understand where their money goes, have authentic communication on progress and setbacks, and feel like collaborators in change.
The digital infrastructure also enables a more strategic and targeted approach to donor engagement. There are now credible data sources that help organisations to identify high-potential funders, segment them by giving patterns, and prioritise outreach with far greater precision. CRM systems and automation tools further streamline the process by tracking pipelines and reducing administrative burden, creating more room for the relationship-building and strategic thinking that fundraising ultimately depends on. Rather than replacing the human element, technology creates more space for it.
5.How does IFRC plan to translate key discussions and commitments into actionable strategies that strengthen local partnerships, enhance fundraising agility, and build long-term capacity for national societies across the region?
IFRC has always been designed as more than an annual convening. It is a long-term capacity-building platform for the fundraising ecosystem in India and the region. Across editions, the intent has been consistent: to ensure that the most important conversations in the sector do not remain conference-room ideas, but translate into sector-wide knowledge that drives stronger practice, partnerships and institutions over time.
One way IFRC does this is by building a shared body of knowledge and practical capability year after year. Each edition strengthens the fundraising "toolkit" available to practitioners through masterclasses, case-based learning, and exposure to what is working across different contexts. Over time, this creates a compounding effect: fundraisers return to their organisations better equipped, and organisations become less dependent on informal methods or founder-led networks.
IFRC also plays a critical ecosystem-shaping role. It helps move the sector toward more sustainable funding norms by fostering conversations around more evolved and equitable practices such as multi-year commitments, flexible funding, investment in organisational capacity, and better fundraising governance. These shifts are not achieved through one-off advocacy. They require repeated reinforcement and collective buy-in, which a platform like IFRC is uniquely positioned to enable. The event creates structured opportunities for close dialogue between diverse stakeholders for thought partnership towards exploring the systemic, structural shifts required towards strengthening impact. .
At IFRC 2026, ILSS launched The Fundraisers' Network, India's first community-led platform dedicated to fundraisers for social impact. The platform brings together leaders from organisations working across domains and geographies in India on a shared platform to learn, connect, and access knowledge and tools. Between editions of the conference, TFN can carry forward the momentum, nourishing the community, fostering peer connections, and sparking leadership thinking through collective, ongoing knowledge exchange.
6.Does ILSS intend to leverage the insights gained on leadership and fundraising to foster stronger collaboration between social sector organisations, CSR funders, and philanthropic institutions for sustainable sector-wide growth?
Yes, ILSS very much intends to leverage the leadership and fundraising insights emerging from platforms like IFRC to strengthen collaboration across the ecosystem and to contribute to more sustainable, sector-wide growth.
A key part of ILSS' approach is recognising that fundraising outcomes are shaped not only by the capabilities of social sector organisations, but also by the practices, expectations, and partnership models of funders. Going forward, ILSS aims to use these insights to create more consistent dialogue between nonprofits and social enterprises on one side, and CSR leaders, philanthropists, and institutional funders on the other, with a focus on building greater alignment, trust, and long-term thinking.
This includes discussions around issues that directly affect sustainability, particularly investment in strengthening organisation capacity via intentional investments, multi-year commitments, flexible funding, and realistic cost structures. ILSS also sees value in strengthening peer learning and collaboration between organisations themselves, so that knowledge, tools, and effective practices travel faster across the sector.
Ultimately, our vision is to shift how the sector approaches funding partnerships towards enabling them to plan better, invest in systems and people, and deliver stronger long-term impact.
