When a consultant once described Human Rights and Development Services (HURDS) as “a child in need,” it reflected the organisation’s struggles before joining the Civil Society Strengthening Fund (CSSF). Limited systems, no finance officer, and weak structures threatened its sustainability. But just a few years later, HURDS has transformed into a confident, visible, and resilient civil society organisation charting its own path to sustainability.

Under the leadership of its Executive Director, Eva Ankrah, HURDS has embraced the CSSF’s vision of shifting power to local actors. The transformation has been both organisational and strategic.

Before the CSSF, HURDS lacked financial systems and a dedicated officer to manage them. Today, the organisation has not only recruited a finance officer but also invested in QuickBooks software to strengthen financial accountability. Salaries for newly recruited staff, including a finance and administrative assistant, are now supported through sustainability planning.

The CSSF also provided space for HURDS to develop its own strategic plan, financial policy, board charter, and even an anti-sexual harassment policy with a clear reporting mechanism. These documents are not just symbolic—they guide how HURDS operates and holds itself accountable.

“We didn’t expect that we would get to this stage, but here we are,” says Ankrah.

From Outsourcing to Independence

One of the most remarkable shifts has been in proposal writing. Previously, HURDS relied heavily on outsourcing. Now, thanks to targeted trainings and mentorship, the team writes its own proposals. Out of five proposals developed since joining the CSSF, two have been successful—securing funding from GIZ and the African Women’s Development Fund (AWDF), both renewable after six months.

In addition, HURDS has attracted ₵45,000 annually from Mohammed Brothers, a local business that began supporting them even before the CSSF. This funding stream demonstrates the organisation’s growing ability to cultivate long-term partnerships. A sustainability account has also been set up, ensuring inflows through overhead costs.

Technology and visibility are central to HURDS’ growth. The adoption of Microsoft 365 has improved collaboration, while a new website with a custom domain has enhanced its professional outlook. HURDS is now able to post updates that speak directly to its mission.

Social media has also been revitalised, with donors commending the organisation’s regular updates and improved digital presence. A new signpost outside its new office space ensures the public can easily locate them, further boosting confidence and visibility.

HURDS has expanded its scope by introducing ADR consultancy services as a social enterprise to generate income. The organisation is also working on a child-friendly SRHR journal to sensitise young people, with plans to reach out to peer organisations for support.

Through crowdfunding efforts on its website and innovative strategies such as community tolls (which raised about ₵30,000), HURDS is diversifying its resource mobilisation strategies.

Sarah Adjei, Projects Manage, CSSP at STAR-Ghana Foundation 

A Learning Journey with CSSF

The CSSF has not only supported HURDS to build internal systems but has also enabled the organisation to visit its operational districts, deepening community connections. Board members have received training, becoming more active and engaged in governance.

Today, HURDS is intentional about achieving value for money. From developing an annual composite budget to embedding sustainability into operations, the organisation is consciously building for the long term.

HURDS’ story is a testimony to what sustained support, capacity building, and visionary leadership can achieve. Once described as a “child in need,” HURDS now stands as a growing, confident civil society organisation that is shifting power and creating lasting impact in Ghana.