In today’s challenging civic space in Türkiye, where rights-based journalism continues to face mounting pressure, the IPS Communication Foundation — best known for its independent news platform, Bianet — found itself at a turning point. While its editorial mission remained unwavering, the foundation was confronting a deeper, structural question: how to sustain itself financially in an increasingly constrained donor landscape.
By late 2024, IPS’s largest core donor, SIDA, was phasing out its support. Domestic fundraising had become more difficult due to political and regulatory restrictions. Meanwhile, international donors had shifted their attention toward urgent humanitarian crises, leaving fewer opportunities for long-term, core funding.
Rather than remaining in a reactive mode, IPS took a step back to reimagine its future and build upon it from there. Through the EU TACSO 3 Strategic Mentoring Programme, the organisation undertook a hands-on, four-month mentoring journey to enhance its internal fundraising capacity, refine its donor strategy, and lay the groundwork for long-term resilience.
“We didn’t have a concrete strategy, just a two-page diversification note.”
said Ege Öztokat, IPS’s Fundraiser. “Now we have a real plan, a timeline, a team, and shared ownership. That’s a transformation.”
A Process That Transformed Practice and Mindset
From February to May 2025, IPS worked closely with Jagoda Munić, an EU-based fundraising expert with years of experience in civil society leadership. Her approach combined structure and flexibility, offering a mix of strategic guidance and practical, hands-on tasks.
The process included three tailored workshops, a webinar on EU proposal writing, and ongoing mentoring tasks. Activities ranged from donor scoping and logframe design to drafting Letters of Interest (LOIs) and building a detailed fundraising calendar.
But what stood out most was not just the outputs — it was how IPS approached the process. The entire team was engaged, from fundraising and research to editorial and administration. Fundraising was no longer one person’s task — it became part of the organisation’s shared responsibility.
“It was learning by doing,” said Sinem Aydınlı, IPS’s Research Coordinator. “We weren’t just taking notes, we were building something together, with clear roles and real accountability.”
From Concept to Concrete Results
By the end of the mentoring, IPS had developed much more than a fundraising document — it had built a functioning system.
The Fundraising Strategy 2025–2027 laid out a realistic yet ambitious roadmap for financial diversification. It set targets to secure core support from at least three new foundations, acquire five new institutional donors, and launch two major crowdfunding campaigns annually. It also included strategies to strengthen partnerships and increase unrestricted income through community support.
To support implementation, IPS created a comprehensive fundraising calendar, compiled a donor database of 40–50 prospects, and formed a cross-functional coordination team to maintain momentum.
“We now know who is doing what, and when,” Ege explained. “We’ve already started writing personalised letters of interest. The first 15 will go out by July.”
The team also established a new system to analyse past rejections, turning setbacks into learning opportunities.
“Before, we just moved on,” said Sinem. “Now we actually ask why it didn’t work — and we improve.”
More Than a Strategy — A Culture Shift
This internal shift quickly rippled outward. IPS began preparing applications for EU Horizon and IPA calls, reached out to regional NGO networks, and started forming partnerships for joint funding opportunities. Meanwhile, other departments — including editorial and finance — became more active in brainstorming, reviewing, and supporting project proposals.
A full-staff session also revealed just how much funding IPS needs to maintain its current capacity — and what might happen if it isn’t secured.
“It was sobering for everyone,” Ege admitted. “But now we all understand the stakes. We’re moving from uncertainty to shared responsibility.”
Planning for the Road Ahead
The fundraising strategy doesn’t assume easy wins. Instead, it outlines two realistic scenarios.
In the aspirational vision, IPS secures €1 million in annual funding by 2027, supported by three or more international donors. It continues to grow its partnerships, expand cross-border journalism projects, and build a stronger international presence.
In the resilience scenario, resources remain constrained. Staff would be reduced, and certain programmes might be paused or closed. Yet even under pressure, IPS would continue, staying independent, active, and committed to public interest journalism.
“We may not reach every goal,” said Ege. “But at least now we’re moving forward strategically — not just reacting.”
A Mentoring Journey That Sparked Change
The mentoring gave IPS something rare: the time, structure, and space to pause and rethink. It wasn’t just about filling in templates or responding to the next deadline. It was about seeing the bigger picture — and understanding what it takes to keep independent journalism alive.
“Jagoda didn’t just give us advice,” said Ege. “She helped us build our way forward.” It wasn’t just about strategy,” added Sinem. “It changed how we think. And that’s what will carry us into the next phase.”
The IPS experience shows what’s possible when organisations receive the right support at the right time. Strategic mentoring doesn’t need to be long to be impactful. Sometimes, the most important thing a civil society organisation can do is stop, reflect, and rebuild with intention. IPS did just that. And now, it’s moving forward with a clearer vision, a stronger team, and a renewed belief in what’s possible.