Understanding Mexico’s organisational capacity infrastructure: critical findings for effective support

By Liliane Loya

Mexico’s civil society is vibrant and multifaceted, shaped by decades of grassroots activism, advocacy, and service provision across diverse social, political, and economic contexts. However, how civil society organisations (CSOs) approach their organisational development (OD) needs—and the resources they can access—varies significantly depending on their maturity, location, and connections to international funders. 

The support infrastructure for civil society in Mexico is broad but uneven. While OD services are largely available, smaller, community‑based organisations—especially those in rural, high-conflict, and indigenous regions—often find them inaccessible, unaffordable, or poorly tailored to their needs. These gaps are fuelled by a funding landscape that continues to prioritise short-term, project-based grants over long-term investment in institutional sustainability. 

There is a troubling contradiction at play: CSOs are asked to deliver impact within constrained timeframes, frequently without access to core funding or long-term financial stability. This mismatch between funder expectations and resources makes it difficult for organisations to strengthen internal systems or retain skilled staff. 

CSOs approach OD depending on their stage of development and resource constraints. In early stages, they often prioritise programme delivery, postponing strengthening their organisational capacity –unless prompted by a funder. As a result, investment in OD is frequently reactive, rather than strategic. 

CSOs in Mexico also face growing regulatory and political pressures. Rapid changes to tax and stringent anti–money laundering regulations have fuelled exorbitant compliance costs and legal risk, particularly for smaller organisations.  

Financial sustainability remains a persistent concern across all types of organisations. The dominance of restricted, project-based funding means few organisations can allocate adequate resources for core operations or long-term capacity building. Flexible funding—vital for strengthening internal systems—is rare and difficult to secure. 

Funders have a critical role to play in shifting this dynamic. Providing unrestricted funding, allowing higher indirect cost rates, and actively connecting grantees with OD support are all vital strategies to enhance CSOs’ institutional health. A few donors active in Mexico have moved in this direction, but structural change is still needed. 

There is growing recognition that for organisational support to be relevant it necessitates to fully integrate the specificities of the local context. In Mexico, local OD providers have long demonstrated the path forward, by proactively studying and comprehending the specific political, social, economic, and security conditions faced by each organisation to ensure that the OD support being provided is truly responsive and relevant. Nevertheless, early-stage organisations still struggle to access OD support — for example, in resource mobilisation or regulatory compliance — that is truly aligned with their priorities and internal capacity. 

Regranting organisations’ role in building a more inclusive and responsive OD ecosystem in Mexico is increasingly recognised.  

These intermediaries not only fund smaller and younger organisations but also serve as connectors—identifying quality providers, implementing effective approaches for OD delivery, and adapting support to local needs.  

Most CSOs access OD through two main formats: tailored technical assistance, designed to meet the specific needs of an individual organisation but which can be prohibitively expensive. And the group often training-based format, which is more accessible but less customised. 

A promising third format is the small cohort approach. Pioneered by regranting organisations and OD providers, this model brings together CSOs with similar capacities in small groups. Guided by a facilitator, they engage in structured exchanges, sharing challenges and solutions while receiving targeted technical support. This model balances affordability with depth, offering sustained learning and support over time.   

To echo Iniciativa Climática de México: “Core, multiyear support is necessary to maintain long-term teams—not subject to one-year grants, which lead to talent loss along the way.” 

These concerns are not new, but they are increasingly difficult to ignore. For CSOs in Mexico and beyond, the question is no longer whether organisational development is worth investing in—but whether the philanthropy ecosystem is ready to support it on a long-term basis.