Today is World NGO Day. It is both a celebration and a moment to pause. It is an opportunity to recognise the indispensable role that non-governmental organisations (NGOs) play in advancing social justice, delivering essential services, responding to crises, and giving voice to marginalised communities. At the same time, it is an opportunity to reflect on the conditions in which NGOs operate and the pressures that shape their work.

For African NGOs, this reflection is especially urgent. Across the continent, NGOs are navigating a demanding environment marked by political uncertainty, economic strain, shrinking civic space, constrained and shifting funding landscapes, and rapid technological change. These challenges are not abstract; they directly affect organisational sustainability, programme effectiveness, and NGOs’ accountability to the communities they serve. At the same time, alongside these pressures are emerging opportunities for innovation, collaboration, locally-driven solutions, and renewed forms of cooperation and solidarity.

Against this backdrop, I invited 20 African continental, regional, and national NGO and civil society formations to share their perspectives on the challenges and opportunities African NGOs are likely to face in 2026. Their contributions, presented in their own words, offer grounded, experience-based insights into what lies ahead for the sector and how different contexts across Africa are shaping civil society’s priorities and concerns.

Engaging seriously with these perspectives matters. For African NGOs, they provide a mirror and a strategic resource to inform planning, adaptation, and resilience-building. For funders, policy-makers, and other stakeholders, they offer critical insights on where support, reform, and partnership are most needed. In a period of uncertainty and transition, understanding these shared and divergent views is essential to strengthening the role and contribution of African NGOs in the years ahead.

The various perspectives are listed in three sections.

The first section covers a continental perspective, the second section covers five regional perspectives from Central, East and West Africa, and the third section covers 14 national perspectives from Botswana, Eswatini, Ethiopia, Ghana, Kenya, Malawi, Nigeria, Rwanda, Somalia, South Africa, Tanzania, The Gambia, Uganda and Zimbabwe.

Continental Perspective

Perspectives by the African Union Economic, Social and Cultural Council (ECOSOCC)

<> Challenges

Increased Regulatory and Political Pressure

The operating environment for NGOs in Africa remains heavily shaped by government regulations and political climates that often limit civic engagement. In 2026, we anticipate that the trend of shrinking civic space will continue, particularly in countries where democratic backsliding is evident. For instance, Uganda’s Public Order Management Act and Tanzania’s NGO Act impose stringent restrictions on NGOs, particularly regarding funding, registration, and foreign collaboration. This trend is compounded by digital surveillance, as governments increasingly monitor online activity.

The African Union’s efforts to protect civil society have been undermined by inconsistent enforcement of democratic principles across member states, making advocacy efforts and freedom of expression more challenging for NGOs (Mombeshora, 2020). The African Charter on Democracy, Elections, and Governance (ACDEG), which serves as a guide for democratic principles, has not been universally ratified by all AU member states, and many governments have shown reluctance to adhere to its provisions. This inconsistency is likely to hinder NGOs’ ability to engage in policy advocacy at the continental level. Additionally, the African Peer Review Mechanism (APRM), although a significant AU initiative, has been criticised for lacking enforcement power, leaving NGOs without the support needed to challenge undemocratic policies.

Funding and Resource Constraints

A significant challenge for African NGOs in 2026 remains sustainability and access to funding. While the international donor community remains a crucial source of support, the global economic downturn and donor fatigue are reshaping the funding landscape. Humanitarian donors are increasingly reallocating funds to the largest crises, such as the wars in Sudan, Gaza, and Ukraine, leaving smaller, less visible crises in Africa underfunded. As a result, local and regional NGOs struggle to secure multi-year development financing because donor attention is dominated by emergency funding appeals (UNHCR, 2026). This has intensified competition for funds, forcing NGOs to prioritise short-term relief over long-term development, governance, or peacebuilding programming (World Food Programme, 2026). Furthermore, capacity gaps are widening, as smaller or community-level NGOs lack the resources to adapt quickly to shifting donor priorities, leaving them at a disadvantage (ReliefWeb, 2025).

Global conflicts, especially in Sudan, Gaza, and Ukraine, are absorbing a disproportionate share of scarce humanitarian aid, reducing the funds available for African NGOs and shifting donor priorities toward emergency response rather than sustained development and civic engagement. As a result, many African NGOs face deeper funding constraints and greater competition for resources in 2026 (Global Fund for NGOs, 2025).

Digital Divide and Technological Challenges

While technology offers significant opportunities, the digital divide remains a barrier for many African NGOs, particularly those working in rural areas. Despite widespread adoption of mobile phones across the continent, access to high-speed internet, digital tools, and the skills to leverage technology remains limited. According to the International Telecommunication Union (ITU), internet penetration in Africa remains at around 40%, compared to over 80% in developed regions. This digital gap hampers NGOs’ ability to engage in digital advocacy, fundraising, and networking, further isolating them from the global conversations on governance, democracy, and climate change (Muganda, 2021).

<> Opportunities

Strengthened Regional Collaboration and the African Union Agenda

One of the most promising opportunities for African CSOs and NGOs in 2026 lies in increased regional collaboration. The African Union, through initiatives such as Agenda 2063 and the African Continental Free Trade Area (AfCFTA), has created platforms that encourage cross-border collaboration and the involvement of NGOs in regional integration processes. For instance, the African Governance Architecture (AGA) has enabled African civil society to engage directly with the AU on governance and democracy. These platforms enable NGOs to influence policy at both the national and continental levels and expand their advocacy efforts across borders.

Despite its challenges, the African Peer Review Mechanism (APRM) offers a space for NGOs to hold African governments accountable for the ACDEG and Agenda 2063 goals. By collaborating with regional networks such as the East African Civil Society Organisations Forum (EACSOF) or the Southern Africa Trust, African NGOs can align their activities with regional policy frameworks and contribute to continental development goals, particularly in sectors such as climate action, education, and health (Dib, 2021).

Youth-Led Movements and Digital Innovation

Youth engagement in civil society is another promising opportunity for NGOs in 2026. Africa’s youth bulge – with over 60% of the population under 25 – presents a unique opportunity for NGOs to tap into the energy, creativity, and digital skills of young people. Many youth-led initiatives are already leading the charge in climate activism, digital advocacy, and political engagement. NGOs can leverage these movements to enhance their advocacy efforts and empower a new generation of leaders. Digital technologies, including social media and mobile platforms, have allowed African youth to mobilise and advocate for change. In 2026, NGOs can harness these innovations by supporting digital literacy programmes, creating digital platforms for civic engagement, and utilising online fundraising tools. By fostering youth leadership in policy-making and governance, NGOs can help shape the future of Africa’s democracy and governance.

Local Funding Mechanisms and Community-Led Development

African NGOs in 2026 can boost local funding through community-based fundraising, crowdfunding, and local business partnerships. Examples include M-Changa (Kenya), a mobile fundraising platform enabling local communities to fund projects; Ujenzi Foundation (Kenya), a community-driven fundraising for infrastructure projects, matched by corporate partners; Development Exchange Centre (Nigeria), a crowdfunding platform for poverty and unemployment alleviation; and BackaBuddy (South Africa), a crowdfunding platform supporting over 5000 campaigns for healthcare, education, and social justice. Local resource mobilisation helps NGOs reduce their dependence on international donors and increase sustainability.

Strengthening Engagement through ECOSOCC National Chapters

ECOSOCC’s establishment of National Chapters across Member States offers African NGOs an opportunity to strengthen their presence and influence at the national level. By engaging with ECOSOCC’s National Chapters, NGOs can directly contribute to the popularisation of Agenda 2063, the AU Theme of the Year, and other AU initiatives. National Chapters offer a unique platform for grassroots organisations to participate in AU processes, advocate for policy reforms, and enhance citizen participation in decision-making.

Opportunities with the African Diaspora Framework

The integration of the African Diaspora into ECOSOCC offers a significant opportunity to enhance the representation of African Diaspora NGOs in AU affairs. This framework encourages the active participation of Diaspora groups in the policy-making process, fostering stronger links between the continent and its global community. By engaging with this framework, NGOs can expand their reach and influence both within Africa and abroad. The African Diaspora framework facilitates strategic engagement with Diaspora NGOs, ensuring they play a role in advocating for policies that affect both African nations and their Diaspora communities. This engagement enables NGOs to bridge gaps between African governments and their global counterparts, opening the door to collaborative development initiatives and leveraging international partnerships.

Regional Perspectives

# Central Africa

Perspectives by Robert Mabala, Coordinator of the Réseau des Plate-formes des ONG de l’Afrique Centrale (REPONGAC)

The African political and socio-economic context is characterised by instability, recurring state insecurity, widespread inflation, dwindling social funding, and declining public development aid. This context has far-reaching implications for NGOs’ work. Furthermore, NGOs face even greater challenges due to restrictions on civic space and public freedoms in some areas, along with increased control over their activities and funding sources, whether driven by insecurity or under its pretext.

REPONGAC is not immune to the negative impacts of the situation described above. It is a network of NGO platforms operating in nine countries of the Central African sub-region and managed by its members. One of the main objectives of the network’s current strategy is to become an influential regional player and a benchmark for NGO capacity building at the national and regional levels.

The main challenge for REPONGAC and its member NGOs, as well as for NGO platforms in the sub-region, remains insufficient funding. For an NGO, a lack of funding has significant consequences, including disruptions to essential services (e.g., capacity-building in human resources and advocacy), staff reductions, loss of independence (due to donor bias), and diminished impact on the ground. This weakens their finances, limits their capacity to innovate, and jeopardises the sustainability of their work.

The scarcity of funding opportunities is alarming for most platforms and networks, and many rely heavily, or even exclusively, on European Union funding. Membership fees are an important source of income for REPONGAC members, but they often struggle to collect these from individual NGOs. Income-generating activities such as renting rooms or cars, selling products, and providing research and training services are areas of growing interest for NGOs. However, managerial approaches to funding and the challenges posed by the closure of public spaces hinder NGOs’ ability to develop strategies that prioritise sustainability, innovation, and independence. Building trust and collaborative work, including networks, are key strategies for addressing these problems.

The consequences of the funding challenges manifest themselves on several levels:

• Operational and field impact – closure of vital projects, food insecurity, interruption of care and disruption of aid to refugees.
• Cash flow and human resources crisis – staff reductions, inability to cover operating costs and severe land insecurity.
• Loss of autonomy and performance – donor dependency, loss of legitimacy and decline in the quality of actions.
• Institutional weakening – reduced analytical and advocacy capacities and difficulty in conducting political dialogues.

Financial fragility limits NGOs’ effectiveness in defending the rights of populations. The Central African sub-region offers NGOs limited funding opportunities, while NGOs lack the financial capacity to support their members. Furthermore, donors often implement projects on the ground themselves.

There is an urgent need for evidence-based advocacy to influence donor policies on funding for regional and national NGO networks and platforms, including research on innovative multi-donor funding frameworks.

In terms of communication, NGOs lack visibility due to limited external communication. Furthermore, most NGOs with limited experience face governance challenges related to transparency, legitimacy, and accountability. Furthermore, NGOs generally have difficult relationships with government entities because they are perceived as opposition political parties.

# East Africa

Perspectives by the East African Civil Society Organisations Forum (EACSOF)

EACSOF contributes these perspectives in recognition of the realities faced by human rights defenders across the region.

The Legal and Normative Framework

Any serious reflection on NGO Day must begin with the applicable legal standards. Partner States of the East African Community are bound by international, continental, and regional instruments protecting civic freedoms.

The Universal Declaration of Human Rights affirms freedoms of expression (Article 19), assembly and association (Article 20), and participation in public affairs (Article 21). These protections are codified in the International Covenant on Civil and Political Rights (ICCPR), ratified by all EAC Partner States, particularly Articles 19, 21, 22, and 25. At the continental level, the African Charter on Human and Peoples’ Rights guarantees freedom of expression (Article 9), association (Article 10), assembly (Article 11), and participation in government (Article 13). Regionally, the Treaty for the Establishment of the East African Community affirms under Articles 6(d) and 7(2) that good governance, democracy, rule of law, accountability, transparency, social justice, gender equality, and respect for human and peoples’ rights constitute foundational and binding principles of integration.

The challenge, therefore, is not the absence of normative standards but the widening gap between treaty commitments and operational realities.

Regulatory Trends in EAC Partner States

Legal frameworks governing civil society across the region have evolved toward heightened administrative oversight. In Tanzania, amendments to the Non-Governmental Organisations Act and related financial regulations grant broad discretionary authority to the Registrar of NGOs, including the power to deregister organisations and oversight of funding arrangements. In Uganda, the NGO Act (as amended) imposes “special obligations” framed in broad, vaguely defined national security and public-interest language. Rwanda’s 2024 legislation consolidates regulatory authority under the Rwanda Governance Board with expanded supervisory powers. In Burundi, post-2015 developments led to significant closures and operational restrictions affecting civil society actors. Taken together, these developments indicate a regional trajectory characterised by strengthened regulatory control mechanisms rather than facilitative reform.

Self-Censorship and Judicial Pressure

Beyond formal regulation, a less visible dynamic has intensified: anticipatory compliance and self-censorship. Organisations moderate language, delay publication of findings, or avoid politically sensitive partnerships due to perceived risk. In Tanzania, provisions of the Cybercrimes Act have been invoked in cases involving governance and accountability advocacy. In Uganda, civil society actors opposing the Anti-Homosexuality Act of 2023 reported harassment and operational obstruction. In parts of the Great Lakes region, including the Democratic Republic of Congo and South Sudan, enforced disappearances of community actors continue to generate serious concern. A defining feature of the current period is the increasing reliance on judicial and administrative processes as instruments of deterrence. This shifts the balance of the legal system from protection toward regulatory pressure.

Financial Vulnerability and Donor Dependency

The financial base of East Africa’s civil society has long relied on external development cooperation. A substantial proportion of organisations depend on support from partners such as the European Union, SIDA, USAID, Irish Aid, the FCDO, and German Development Cooperation.

Recent shifts in global aid policy have exposed structural fragilities in this funding architecture. Many institutions are funded primarily for programme outputs rather than long-term institutional strengthening. Investments in governance systems, financial controls, strategic planning, and human resource development remain comparatively underfunded. Consequently, funding shocks have disproportionately destabilised organisations with otherwise strong programmatic performance.

Internal Capacity and Digital Security

Internal capacity gaps compound external pressures. Grassroots organisations often possess deep community legitimacy but operate without robust systems for monitoring and evaluation, records management, compliance, and strategic planning.

Digital vulnerability has emerged as an additional structural risk. Many organisations lack secure communication infrastructure and data protection protocols, despite legal frameworks regulating electronic communications in several Partner States. Independent research institutions, such as the Citizen Lab, have documented the deployment of commercial surveillance tools across the continent. In this context, institutional capacity is not merely administrative; it is a core security function.

Regional and Continental Accountability Mechanisms

The EAC integration framework provides formal channels for engagement. The East African Legislative Assembly was designed to enable stakeholder participation in regional law-making. EACSOF functions as the institutionalised platform for structured civil society engagement within the EAC framework.

At the continental level, accountability mechanisms remain underutilised. The African Commission on Human and Peoples’ Rights and the African Court on Human and Peoples’ Rights provide legally recognised avenues for redress, including shadow reporting, communications under Articles 55 and 56 of the African Charter, and urgent appeals on the protection of human rights defenders.

Regional solidarity enhances both credibility and protective leverage. Coordinated evidence presentation within institutional frameworks strengthens collective advocacy.

The Strategic Moment

Despite mounting pressures, the present context also presents a strategic opportunity. Disruptions in traditional donor relationships create space for renegotiating development cooperation toward flexible, multi-year, institution-building support grounded in governance integrity.

Simultaneously, youth-led civic mobilisations across the region, including the June 2024 Finance Bill protests in Kenya, demonstrate evolving and decentralised forms of participation, particularly through digital coordination. These developments do not replace established civil society structures; they signal transformation and renewal.

Partner States remain legally bound by the foundational principles of the EAC Treaty and the African Charter. International partners bear a corresponding responsibility to move beyond symbolic recognition toward consistent public support for civic space protections.

NGO Day 2026 should therefore be understood not as a ceremonial observance but as a call to reaffirm shared legal obligations, institutional accountability, and regional solidarity in defense of civic space.

# West Africa

Perspectives by the West African Civil Society Forum (WACSOF)

<> Challenges

Several NGOs in West Africa are experiencing the withdrawal or downsizing of support from long-standing financial partners. Coupled with shifting donor priorities and tighter global funding environments, this has resulted in significant resource gaps, affecting programme continuity and institutional sustainability.

Beyond reduced funding volumes, many NGOs struggle to secure flexible, long-term core support. Heavy reliance on short-term, project-based grants continues to constrain innovation, staff retention, and long-term strategic planning.

Another persistent challenge is the slow pace, and in some cases the non-implementation, of decisions reached jointly by civil society and implementing bodies during conferences and high-level consultations. Commitments made in multi-stakeholder forums are not always translated into policy action or operational follow-through. Additionally, widely recognised and grassroots-based NGO platforms are sometimes sidelined in consultation and implementation processes, limiting inclusive participation and weakening community ownership.

Insecurity linked to violent extremism, communal conflicts, and unconstitutional changes of government remains a major concern across parts of the region. This increasingly restricts civic space, complicates field operations, and heightens risks for civil society actors.

<> Opportunities

The evolving political and socio-economic landscape is encouraging stronger collaboration among NGOs at national and regional levels. Collective advocacy platforms are gaining renewed relevance in addressing governance, peace, and development challenges.

NGOs are increasingly leveraging digital tools for advocacy, community mobilisation, and transparency. Strategic communication and evidence-based advocacy present opportunities to strengthen public engagement and influence policy discourse.

West Africa’s youthful population presents a powerful opportunity. Youth-led movements and civic initiatives are reshaping public discourse and creating space for renewed civic participation and social accountability.

# West Africa

Perspectives by Dr Nana Afadzinu, Executive Director of the West Africa Civil Society Institute (WACSI)

How do we continue to advocate and fight for social justice and human rights, multilateralism, and the values and principles of democracy that we have championed for many years, when the current geo-politics of the world is dismantling them on different fronts?

The first point has also affected the second – support for NGOs is diminishing. The funding to do the hard work of pushing for change is decreasing. More funders (especially American) are reducing their work in Africa to spend more money in the US, where several fires are burning. In Europe, right-wing populism is taking over, and citizens are demanding more investment of their taxes within their borders than outside, questioning international development. There is real fear-mongering that is creating navel-gazing in Western countries. They are failing to realise how interconnected we are.

This creates an opportunity for African/West African organisations to become more resilient by exploring local resource mobilisation and alternative forms of financing rather than relying solely on external donors. But as this requires investment, the question is: are there many funders willing to invest in building this resilience and infrastructure if their interests are turning away from working internationally? How do we work with more Africans to fund our own development?

West Africa is facing its own challenges, particularly in governance, and citizen engagement remains crucial. It has to be different from the usual, and many NGOs are still figuring out how best to engage constructively and meaningfully. Civil Society goes beyond NGOs, as important as the latter are – one way organisations like WACSI are addressing this is by engaging other groups that may not be the usual or conventional ones and broadening our CSO front to enable new perspectives and different forms of engagement.

# West Africa

Perspectives by Comlan Julien Agbessi, Regional Coordinator of the Network of West African NGO Platforms (REPAOC)

This article is inspired by two main sources. Firstly, a publication from the Civil Society Platform for Peacebuilding and State Strengthening (CSPPS) titled “The Strategic Blind Spot: How Neglecting Peacebuilding Undermines Global Security.” Secondly, it draws attention to a pertinent question raised by its Coordinator, Peter van Sluijs: “Where is peacebuilding in our security strategies?”

REPAOC is highlighting a crucial issue: the indifference shown towards the advocacy efforts of global civil society platforms, such as the CSPPS, and regional coalitions, such as REPAOC. They are advocating for solutions that are not focused solely on military action, but rather on sustainable approaches to crises. This includes capacity building for local leaders and involving them in crisis assessment and institutional dialogues from which they have traditionally been excluded. While discussions and decisions are being made at the highest levels of government and diplomacy, the root of the problems remains at the grassroots level.

Civil society has been working for over five years on initiatives to prevent violent extremism and promote peace. Many projects are ready and awaiting funding. However, a significant challenge is that donors often rely solely on Calls for Proposals (CFPs), which seek solutions from NGOs to their own challenges. This approach tends to overlook the real issues faced by communities – issues that can only be identified and addressed by regional coalitions, national platforms, and local NGOs.

The paradigm shift promoted by the Finance in Common Summits (FiCS) in favor of development financing should resonate. However, nothing has come to fruition so far. Public development banks (PDBs) are largely hesitant to collaborate with NGOs. The same can be said for the private sector, which needs to show its commitment through corporate social responsibility (CSR) to support grassroots initiatives.

We urge donors not to rely exclusively on Calls for Proposals (CFPs) for their funding strategies. While CFPs can be effective, we believe they should be used alongside relevant project funding portals or mechanisms that enable direct funding for NGO projects. This combined approach can help achieve real impact, create significant change, and strengthen resilience in various countries and regions.

In light of the new realities of international geopolitics, the ongoing reduction of civic space, and the decrease in funding, the foundations of development and peace are being undermined globally. This situation has led to increased vulnerability for children, women, the elderly, the sick, and people with disabilities.

In response, REPAOC urges public development banks (PDBs), United Nations agencies, multinational corporations, private sector enterprises, development funds and innovative mechanisms, as well as philanthropic organisations and individuals, to establish or strengthen their collaboration with NGOs at the regional, national, and local levels. This collaboration is particularly important during the review of strategic plans or initiatives aimed at addressing humanitarian and development challenges amid multifaceted crises.

National Perspectives

# Botswana

Perspectives by the Botswana Council of Non-Governmental Organisations (BOCONGO) 

<> Challenges

Botswana’s NGO sector in 2026 faces a mix of regulatory, operational, and strategic challenges that can impede effective service delivery and sustainable impact.

• Regulatory and Compliance Issues – Complexity and evolving requirements from the government and the Registrar of Societies can and have created a heavy compliance burden for NGOs in Botswana, including certification, reporting, and sector-specific regulations. Over the past year and a half, several NGOs have been de-registered due to a lack of compliance with the requirements and regulations. In addition, frequent policy updates and interpretation gaps have led to uncertainty and risk, particularly for smaller NGOs with limited legal and administrative expertise.
• Measuring and Demonstrating Impact – Demonstrating tangible, credible outcomes remains a core challenge, with many NGOs needing robust Monitoring, Evaluation, Accountability, and Learning (MEAL) systems. Data collection and quality have been inconsistent due to limited digital tools, trained personnel, and data management practices. Donors and beneficiaries increasingly expect evidence-based impact, leading NGOs to invest in impact frameworks, but the lack of standardised indicators can hinder comparability in Botswana.
• Resource Constraints and Capacity Development – Overall resource scarcity (funding gaps, fluctuating donor streams, and operating costs) constrains strategic planning and long-term programme design. Limited organisational capacity – leadership development, governance, and financial management – affects resilience and scalability. Capacity-building efforts demand time and funding, creating a cycle where improvements lag behind needs.

<> Opportunities

• Collaboration – There is vast potential for cross-sector partnerships (NGO-government-private sector) to unlock pooled resources, shared risk, and complementary expertise, thereby scaling programmes and reducing duplication.
• Government Relations – Proactive engagement with the government can shape a favourable policy environment for Botswana NGOs, streamline certification, and simplify reporting requirements. Botswana has a new government after 58 years, following the 2024 General Elections, that has committed to being a human rights-based government. It presents an opportunity for engagement, advocacy and enhanced collaboration.

# Eswatini

Perspectives by the Coordinating Assembly of Non-Governmental Organisations (CANGO)

In 2026, Eswatini’s NGO sector is expected to operate in a more challenging, rapidly shifting environment shaped by new regulations, tightening fiscal conditions, climate pressures, and evolving partnership opportunities. The landscape signals a period of structural adjustment requiring NGOs to strengthen systems, innovate, and reposition themselves strategically.

<> Challenges

• Growing Regulatory and Compliance Burdens – If promulgated, the proposed NPO Bill (2024) will significantly reshape operating requirements, introducing expanded registration, governance, and reporting obligations. Smaller organisations may struggle to meet these standards, while NGOs in governance and human rights must navigate a more constrained civic space.
• Fiscal Pressure and Funding Competition – SACU revenue volatility and reduced government co-financing will put pressure on the Government budget, forcing NGOs to fill the service delivery gap. Additionally, global shifts in aid priorities and tighter development budgets mean fewer grants, shorter funding cycles, and increased emphasis on measurable impact and cost efficiency.
• Rising Demand for Social and Humanitarian Services – Persistent inequality, youth unemployment, GBV, and climate shocks will increase community needs. Health system gaps and the rollout of Competency-Based Education will expand demand for NGO support in health, education, and social protection.
• Human Resource and Capacity Strain – Various NGOs shed jobs post the US Administrative Order in January 2025, resulting in staff burnout, skills shortages, and retention challenges, especially in community cadre, digital, M&E, and financial management roles.
• Donor Fatigue and Shifting Priorities – More conditional grants and donor emphasis on innovation, technology, and demonstrable results may disadvantage NGOs, especially smaller or grassroots actors.
• Digital and Cybersecurity Risks – Growing use of digital tools introduces challenges related to cybersecurity, data protection, and digital literacy, particularly for vulnerable organisations.
• Coordination Fatigue and Sector Fragmentation – The reduction in the number of NGOs operating on the ground, overlapping mandates and weak coordination risks duplication, inefficiencies, and weaker advocacy influence.
• Climate-Related Operational Risks – Floods, droughts, and energy disruptions pose operational risks for NGOs beyond their programmatic challenges.
• Youth Engagement Challenges – High unemployment presents opportunities for youth involvement, but sustaining volunteer systems and skills development remains difficult.

<> Opportunities

• Alignment with National Priorities – The Government Programme of Action (2024–2029), the Nkwe! accelerated execution agenda, and the UN Cooperation Framework create strong avenues for NGOs to support social protection, human capital development, youth livelihoods, gender equality, and community service delivery.
• Climate Action and Green Financing – Opportunities include access to Green Climate Fund and Adaptation Fund resources, renewable energy projects, climate resilient agriculture, biodiversity protection, and partnerships with entities such as the Ministry of Tourism and Environmental Affairs.
• Digital Transformation and Accountability – NGOs can leverage digital tools for community-led monitoring, improved oversight of public services, and support for MSMEs through digital inclusion aligned with the National MSME Policy (2024–2029).
• Strengthened Public–Private and Community Partnerships – As Eswatini deepens investment and diversification efforts, NGOs can facilitate inclusive development, labour rights advocacy, and social impact partnerships linked to economic expansion.
• Enhanced Policy Influence and Civic Education – Evidence-based advocacy can shape reforms in youth inclusion, GBV prevention, climate adaptation, and social protection while expanding civic education to strengthen public participation.
• Innovation in Social Enterprise – NGOs can reduce reliance on traditional grants by developing social enterprises and fee-for-service models such as eco-tourism, renewable energy, and agriculture cooperatives.
• Regional and Cross-Border Collaboration – SADC integration and regional programmes (e.g. AGOA-linked trade, climate initiatives, etc.) enable knowledge exchange, joint advocacy, and access to larger funding pools.
• Data Driven Programming – Digital tools and stronger M&E systems can enhance credibility, improve programme quality, and meet donor demands for evidence and accountability.
• Expanded Public-Private Partnerships (PPPs) – Increasing FDI and infrastructure development open pathways for NGOs to partner with private entities on community development, environmental monitoring, and workforce training.

CANGO will deepen its support to the NGO sector by strengthening governance, compliance and accountability systems; offering shared services and capacity building; driving resource mobilisation and partnership development; and leading advocacy efforts for a human rights economy that promotes inclusive growth, reduced inequality, and better social outcomes.

# Ethiopia

Perspectives by Getinet Kaba, Executive Director of the Ethiopian Civil Society Organisations Forum (ECSF)

Ethiopian civil society continues to demonstrate remarkable resilience while operating in a complex environment shaped by instability in some regions, climate challenges, economic pressures, and large-scale humanitarian needs. Although important progress has been made since the reforms of 2018/9, sustaining these gains remains an ongoing effort.

<> Challenges

• Funding Instability and Donor Dependency – Unpredictable international funding continues to affect long-term planning and service delivery, particularly in health, education, nutrition, and humanitarian response. In several regions, funding shortfalls have led to the suspension or scaling back of vital programmes.
• Operational and Access Constraints – Increasing operational costs are affecting grassroots organisations’ ability to reach those most in need, especially women, youth, and marginalised groups.
• Capacity and Resource Limitations – The overlapping nature of current crises places considerable strain on NGOs, challenging their ability to maintain skilled staff, adopt new technologies, and scale their responses effectively.

<> Opportunities

• Building Local Resilience and Sustainable Financing – There is growing momentum for domestic resource mobilisation, social enterprise models, and private-sector partnerships. These approaches offer promising pathways to reduce dependency on external funding and strengthen organisational sustainability.
• Enhanced Coordination and Constructive Engagement – Platforms such as the Ethiopian Civil Society Organisations Council (ECSOC) play an increasingly important role in fostering collaboration, collective advocacy, and policy dialogue. Initiatives such as nationwide peace conferences and support for indigenous conflict resolution mechanisms demonstrate the sector’s commitment to social cohesion and inclusive solutions.
• Advancing Inclusive and Locally Led Development –  Alignment with national priorities, including gender equality, youth empowerment, climate resilience and social cohesion, provides valuable opportunities for NGOs to deliver meaningful, community-owned impact. Events such as the Civil Society Organisations Week further help to highlight these contributions and build public confidence.

In 2026, Ethiopia’s civil society faces a critical test of adaptability, innovation and unity. While significant challenges remain, the continued strengthening of self-regulation, growing emphasis on localisation, and expanding cross-sector partnerships offer genuine hope for a more resilient future.

ECSF remains deeply committed to supporting a vibrant, accountable, and effective civil society sector. On this World NGO Day, let us reflect on both our realities and our potential, and work collectively toward an enabling environment in which civil society can fully contribute to Ethiopia’s journey toward peace, prosperity, and sustainable development.

# Ghana

Perspectives by the National Consortium for Voluntary Organisations (NCVO Ghana)

Civil society in Ghana has long been the quiet engine driving social change. From education and health advocacy to governance reform and women’s empowerment, NGOs across the country continue to fill critical gaps. In cities such as Accra and Kumasi, and in rural districts stretching from the Upper West to the Volta Region, NGOs often reach communities long before formal systems do.

Yet, behind the inspiring success stories and well-organised community durbars lies a more complicated reality. Many NGOs in Ghana operate under pressures that are not always visible to the public. At the same time, within these pressures lie genuine opportunities for renewal and growth.

Unpredictable and Shrinking Funding Streams

For many NGOs in Ghana, funding is not simply a budget concern. It is a constant source of uncertainty. A significant number rely heavily on foreign donors and short-term project grants. When global economic shifts occur or donor priorities change, local NGOs feel the impact almost immediately.

An NGO may secure funding for a year, recruit staff, engage communities, and begin meaningful work, only to find that renewal of support does not materialise. Projects stall, staff contracts end, and community trust becomes harder to sustain.

Local philanthropy in Ghana, although gradually growing, remains limited. Corporate giving is often event-focused rather than sustained, partnership-based. As a result, NGOs spend valuable time writing proposals rather than deepening their impact.

This funding reality is quietly pushing NGOs to rethink sustainability. Across Ghana, more NGOs are exploring social enterprise models, membership contributions, local fundraising events, and partnerships with Ghanaian businesses. There is also a growing middle class and diaspora community with increasing interest in social causes. If well harnessed, local giving could shift the narrative from donor dependency to a shared national responsibility. The conversation around sustainability is becoming more intentional, and that shift is an opportunity in itself.

Regulatory and Compliance Pressures

Ghana’s regulatory environment continues to evolve, and while accountability is necessary, compliance can be demanding. Registration renewals, reporting requirements, financial audits, and donor documentation expectations require time, expertise, and systems that many smaller NGOs are still building. Often, the same small team implementing projects is also responsible for administrative and compliance work. The gap between expectations and institutional capacity can feel overwhelming.

This pressure is gradually strengthening organisational culture. More NGOs are investing in governance structures, clearer board roles, financial systems, and monitoring frameworks. Networks and capacity-building organisations, such as NCVO Ghana, are also supporting compliance and institutional development.

Over time, stronger systems will not only satisfy regulatory requirements but also increase credibility with donors, corporate partners, and communities. What feels burdensome today could become the foundation for long-term resilience.

Lack of Adequate and Skilled Staff

Another pressing challenge facing NGOs in Ghana is the shortage of adequate and skilled staff. Many NGOs operate with lean teams managing multiple projects across different districts. Limited funding often translates into modest salaries, making it difficult to attract and retain experienced professionals. Talented individuals may join with passion but eventually leave in search of greater stability. In practice, one staff member may handle proposal writing, implementation, monitoring, reporting, and stakeholder engagement simultaneously. Burnout becomes a real risk, and strategic growth suffers.

Recruiting qualified professionals outside major urban centres such as Accra and Kumasi can be particularly difficult, affecting work in rural communities where impact is often most needed.

Despite this challenge, Ghana has a growing youth population filled with graduates eager for meaningful work. There is also increasing interest in volunteering, internships, and fellowship programmes. If NGOs can build structured mentorship systems and partnerships with universities, they can tap into this energy.

Digital tools are also making remote collaboration more possible than ever. Skilled professionals in Accra or even abroad can now contribute to NGOs based in other regions. With deliberate planning, what seems like a staffing shortage can evolve into a new model of flexible and purpose-driven engagement.

Looking Ahead

The challenges facing NGOs in Ghana are real and significant. Funding uncertainty, regulatory pressures, and staffing constraints test even the most committed NGOs. Yet within each challenge lies a pathway toward transformation.

The sector is maturing. Conversations about sustainability are becoming more honest. Governance structures are strengthening. Young professionals are seeking purpose-driven careers. Corporate Ghana is slowly recognising the value of long-term partnerships. If nurtured intentionally, these shifts could redefine the nonprofit landscape in Ghana. The future of NGOs will not depend solely on external funding but on local ownership, institutional strength, and adaptability.

In many ways, the current moment is not one of decline, but of transition. And transitions, though uncomfortable, often carry the seeds of renewal.

# Kenya

Perspectives by Grace Maingi, Executive Director of the Kenya Community Development Foundation (KCDF)

Kenya’s civil society landscape continues to evolve amid shifting political, economic and social dynamics. As global funding patterns continue to change rapidly and the country approaches the 2027 General Elections, NGOs must anticipate new challenges and reposition themselves strategically whilst remaining rooted in the communities they serve. At the same time, Kenya’s vibrant philanthropic culture, youthful population, and community-driven development models present important avenues for growth.

<> Challenges

Funding cuts towards development – International donors have continued to scale down development funding globally, affecting Kenya’s NGO sector. This comes against the background of a long-standing concern about over-reliance on external aid, which KCDF traces to the country’s vulnerability to shifts in global Overseas Development Assistance (ODA). The reduction or reallocation of major bilateral support continues to force NGOs to cut activities or seek alternative funding models.

Rising political temperatures ahead of the 2027 General Elections – As Kenya enters the pre-election period, NGOs are likely to face shrinking civic space, polarisation, and heightened scrutiny. Advocacy groups, governance-focused CSOs, and community organisers may experience operational disruptions or face community tensions arising from partisan mobilisation.

Rapidly changing global and local funding priorities – Quite often, NGOs, not just in Kenya, are affected by shifting donor priorities and short-term funding cycles.

<> Opportunities

Harnessing Kenya’s digitally savvy youth population – Kenya has one of the most connected and creative youth populations in Africa, which has birthed a youth-led digital philanthropy movement, such as social media-driven donation campaigns, demonstrating how digital media mobilises resources at scale. NGOs that will integrate digital storytelling and youth-centred platforms will gain visibility and attract grassroots support.

Growth of local philanthropy and community-led development – As KCDF, we believe that complete and lasting change is possible when communities initiate and drive their development agenda. In the pursuit of our mission to promote a thriving culture of local philanthropy, we recognise that communities can drive their own development when empowered. In 2026, we will continue to drive this belief by championing local philanthropy and community-led development in Kenya.

Despite funding constraints, political uncertainty, and evolving donor expectations, Kenyan NGOs in 2026 stand at a pivotal moment. The opportunities emerging from local philanthropy, youth innovation, community-driven development, and cross-partnerships represent a new paradigm – one rooted in resilience and local ownership. By embracing sustainable funding models and strengthening community-centred approaches, NGOs can not only survive but thrive in the years ahead.

# Malawi

Perspectives by the Council of Non-Governmental Organisations in Malawi (CONGOMA)

<> Challenges

• Funding – NGOs face continued funding constraints due to a shrinking donor base.
• Cost of Living – The ongoing rise in living costs hinders NGOs’ ability to assist beneficiaries and will result in fewer interventions.

<> Opportunities

• Social Enterprise – Increased focus on locally generated resources to reduce dependency on donor aid.
• Partnerships – Networking with like-minded local NGOs to form partnerships and enhance impact.

# Nigeria

Perspectives by Oluseyi Oyebisi, Executive Director of the Nigeria Network of NGOs (NNNGO)

The impact of the 2025 funding cuts will manifest more in 2026. For example, schools and clinics supported by multilateral funding are likely to shut down, further deepening inequality in Nigeria. However, there is potential for upside through local ownership of development outcomes, provided national and sub-national governments prioritise these facilities in their budget allocations and ensure the timely release of funds.

Ongoing tax reform efforts by the Nigerian government are a single regulation that will affect the NGO sector, particularly resources and the defence of public character or benefit status for entities registered as not-for-profits. It will affect laws governing national health insurance and pension schemes and require compliance with the provisions of the Companies and Allied Matters Act and the Anti-Money Laundering and Countering of Terrorism Financing laws. In 2026, compliance, along with systems strengthening, is key, as the impact of the reforms on enforcement will be felt from 2027 onwards.

Building coalitions around policies, laws and regulations that enable local philanthropy, incentivising individual giving while also growing fundraising as a practice, should be priorities for the NGO sector in 2026. The rupture of the world order and the fragility of multilateralism present an opportunity.

The rise of agentic and generative AI presents both opportunities and threats to all sectors of the economy, including NGOs. As a result of AI, some roles and functions within the sector will be devalued. How organisations engage and adopt this technology in their work is critical to organisational sustainability. However, affordability will remain a challenge. Concerns over safeguards or guardrails will continue to shape how organisations interact with AI in 2026 and beyond. Challenges posed by problematic content, such as disinformation and misinformation arising from AI use, will affect the 2027 elections and civic space more broadly.

# Rwanda

Perspectives by the Rwanda Civil Society Platform (RCSP)

<> Challenges

Limited funding and reduced community impact – Multiple indicators point to ongoing reductions in available funding. The closure of USAID has led to the termination of numerous NGO contracts, while new funding opportunities from multilateral donors tend to diminish as well. These funding constraints are likely to adversely affect the scope and quality of NGOs’ work in communities.

Compliance with the new NGO regulatory framework – NGOs are currently working to meet the requirements of the new law governing NGOs in Rwanda, enacted in July 2024. With less than six months remaining until the compliance deadline, concerns persist about the capacity of some organisations to fully comply, despite valuable support from umbrella networks, the civil society platform, and the regulatory authority.

<> Opportunities

Supportive operating environment – Rwanda maintains a generally favourable legal and regulatory framework for NGOs. The law permits NGOs to engage in income-generating activities to support their mandate. Furthermore, a significant number of funders, including structural donors, foundations, and corporate social responsibility programmes, remain committed to supporting charitable work. Additionally, a collaborative working relationship exists with government institutions, reinforced by established consultation mechanisms.

Active and engaged civil society – Rwandan NGOs remain highly active across multiple sectors, delivering essential services, advocating for inclusive and responsive policies and filling critical gaps where government institutions have limited reach, thereby contributing significantly to national development.

Advancement of Rwanda’s Localisation Strategy and Index – The Rwanda Civil Society Platform, with technical support from Trōcaire, is leading the development of a National Localisation Strategy and related Index. This forthcoming strategy will establish a nationally endorsed framework to guide the understanding, implementation, measurement, and strengthening of localisation across Rwanda’s development and humanitarian ecosystem. It recognises the ongoing essential contributions of government institutions, NGOs, development partners, UN agencies and the private sector, while setting clear standards to progressively enhance national leadership, community ownership, and long-term sustainability. The strategy is expected to be finalised and formally endorsed by stakeholders this year and is anticipated to significantly strengthen development and humanitarian efforts nationwide.

# Somalia

Perspectives by the Somali NGO Consortium

<> Challenges

One of the most urgent challenges is severe funding shortfalls. As international donors shift priorities toward other global crises, humanitarian financing for Somalia has declined. Despite the significant requirements outlined in national response plans, funding gaps remain wide, forcing NGOs to scale back critical interventions in food assistance, health, nutrition, and protection, precisely when demand for these services is highest.

Another challenge is the continued rise in humanitarian needs, with 4.4 million people, or 23 per cent of the population, facing acute food insecurity, malnutrition, and water scarcity, driven by recurrent droughts, rising food prices, and climate shocks.

Security and access constraints further impede humanitarian operations due to conflict and the presence of armed groups, including Al-Shabaab, which pose serious risks to both NGO staff and beneficiaries. Maintaining staff safety while ensuring continuity of assistance remains a delicate act.

Climate-related shocks continue to intensify the crisis. Recurring droughts, erratic rainfall, and environmental degradation deepen food insecurity and drive displacement. NGOs must constantly adapt their programming to address overlapping emergencies by balancing immediate lifesaving interventions with long-term resilience-building efforts.

<> Opportunities

As international funding becomes more constrained, there is growing recognition of the need to invest in Somali-led organisations – a localisation agenda that channels more resources directly to local NGOs and strengthens their institutional capacity. This presents an opportunity for Somali organisations to take on greater leadership in programme design, implementation and coordination.

There is growing discussion of the humanitarian-development-peace nexus (HDP). NGOs have the opportunity to design integrated interventions that combine emergency relief with livelihoods support, governance strengthening and social cohesion. This approach can attract multi-year funding and support longer-term recovery and stability.

Growing private sector activity in telecommunications, finance, and renewable energy offers opportunities for innovative partnerships. NGOs can collaborate with businesses to improve service delivery, create livelihood opportunities, and strengthen community infrastructure.

While traditional donor funding may decline, NGOs can explore alternative financing models, including pooled funds, diaspora contributions, philanthropic foundations, and climate financing instruments. Diversification reduces dependency on a single funding stream and enhances sustainability.

# South Africa

Perspectives by Feryal Domingo, Acting Executive Director of Inyathelo

As we enter 2026, the non-profit organisation (NPO) sector in South Africa stands at a critical crossroads where the road to sustainability is often paved with countless obstacles.

The mandate has always been to strengthen civil society by fostering resilience and long-term sustainability. The landscape, however, is shifting rapidly, driven by evolving donor expectations, technological leaps, and a pressurised economic environment.

To remain effective, NPOs must proactively adapt to several defining trends that will characterise the coming year.

The Evolution of Accountability: Impact and Governance

The era of anecdotal success is being replaced by a rigorous demand for evidence. Donors are increasingly expecting measurable and verifiable impact. For NPOs, this means moving beyond simple storytelling to integrating clear impact metrics into their narratives. This shift requires detailed financial reporting and a transparent look at how every Rand contributes to the mission.

Accompanying this need for data is a renewed focus on governance and risk management. To maintain trust with stakeholders and donors, NPOs must prioritise accountability frameworks that demonstrate ethical leadership and robust internal controls. In 2026, strong governance is not just a regulatory requirement. It is a competitive advantage in securing support.

Rethinking Financial Resilience

The traditional funding model is under significant strain. With a decrease in traditional funding pools, the NPO sector must prioritise the diversification of funding sources. This involves expanding geographical reach to tap into international support and broadening the donor base to include a mix of individual, corporate, and foundation partners. We are also seeing increased attention paid to the social enterprise model, a model which many non-profit entities have implemented for some time.

By adopting an element of self-sustaining, income-generating activities, NPOs can reduce their reliance on grants and create more predictable revenue streams. This entrepreneurial mindset is essential for long-term survival in a volatile economy.

Strengthening Impact Through Collaboration

No organisation can solve South Africa’s complex social challenges in isolation. In 2026, partnerships and collaboration will be the cornerstone of advancement. By leveraging existing networks and building strategic alliances, NPOs can access new funding opportunities and potentially share the burden of operational costs.

Collaboration enables a more unified approach to social change, ensuring resources are not duplicated but maximised.

The Digital and Technological Frontier

The acceleration of digital transformation remains a top priority. Investing in digital tools is no longer optional. It is the primary way NPOs will improve communication, deepen engagement with their communities, and modernise their fundraising and operational efforts. Furthermore, the sector’s leaders will be defined by the sophisticated adoption of technology, specifically data analytics.

By utilising data, NPOs can make more informed decisions, tailor their communications, and better understand the needs of the populations they serve.

Investing in human capital

Finally, the sector’s sustainability rests on its people. Talent management must become a strategic priority. This includes intentional succession planning to ensure organisational continuity and the implementation of retention strategies to retain skilled staff within the sector. As the work becomes more complex, maintaining a high-calibre workforce is vital for driving innovation.

The year 2026 will challenge South African NPOs to be disciplined, tech-savvy, and more collaborative than ever before. By embracing these trends, from impact measurement to social entrepreneurial models, organisations can move beyond mere survival toward true sustainability.

# Tanzania

Perspectives by Enea Minga, Acting Executive Director of the Tanzania Association of Non-Governmental Organisations (TANGO)

TANGO views 2026 as a pivotal year for the NGO sector in Tanzania, shaped by ongoing global shifts and evolving national priorities. As the largest umbrella body representing hundreds of NGOs across the country, TANGO continues to highlight both enduring challenges and emerging opportunities that will influence how civil society contributes to sustainable development.

Policy and Regulatory Environment

From a policy perspective, NGOs in Tanzania continue to operate within a framework that emphasises accountability, transparency, and alignment with national development priorities. Increased reporting requirements and regulatory scrutiny are expected to continue in 2026, reflecting broader trends across Africa where donors and governments demand stronger governance and measurable impact. At the same time, national development strategies recognise NGOs as important non-state actors supporting human development, creating opportunities for stronger collaboration with government programmes and policy implementation.

TANGO perspective: Policy engagement will be essential. NGOs that invest in compliance, advocacy skills, and constructive government partnerships will be better positioned.

Funding Landscape

Funding sustainability remains the most significant challenge. Many NGOs still depend heavily on external donors, making them vulnerable to shifting priorities, global economic pressures, and short-term project grants that disrupt long-term planning. Competition for limited funding is also increasing across the sector. However, 2026 also presents opportunities through new grant calls, diversified funding models, private sector partnerships, and social enterprise approaches.

TANGO perspective: The future requires funding diversification, local philanthropy, and stronger financial resilience.

Technology and Digital Transformation

Digitalisation is reshaping NGO operations. Growing access to mobile technology, digital financial services, and data platforms creates opportunities for efficiency, transparency, and outreach. Yet technology gaps persist, including digital skills, cybersecurity risks, and uneven ICT infrastructure, which may limit smaller NGOs’ ability to adapt. Research highlights the need for improved digital literacy, safer online systems, and inclusive technology design.

TANGO perspective: Investing in digital capacity is no longer optional; it is central to sustainability and accountability.

Political and Civic Space

The political environment will continue to influence NGO operations. Access to funding and partnerships may be affected by international perceptions, electoral dynamics, and governance debates. Recent developments suggest that Tanzania may face challenges securing external funding due to political and reputational factors, which indirectly affect civil society resources. At the same time, economic growth and increased government spending create opportunities for NGOs to contribute to service delivery and policy implementation.

TANGO views 2026 as a transition year, defined by tighter funding, rising accountability expectations, digital transformation, and a politically sensitive operating space. NGOs must balance advocacy with constructive engagement and strengthen evidence-based policy dialogue. NGOs that strengthen governance, diversify funding, embrace technology, and deepen partnerships will be best positioned to thrive.

# The Gambia

Perspectives from The Association of NGO (TANGO)

<> Challenges

Funding Constraints and Financial Sustainability

Heavy Dependence on External Donors – Most Gambian NGOs rely on funding from international donors, including the European Union, UNDP, UNFPA, and other UN agencies operating in The Gambia, for programmes, operations, and staff. While external funds remain crucial, reliance on them creates vulnerability to shifts in donor priorities, funding freezes, or budget reallocations, as seen with disruptions in USAID funding that affected human rights and democratic governance projects.

Access Barriers for Smaller Organisations – Smaller, locally led NGOs often lack the capacity to meet strict donor reporting, accountability, and compliance requirements, making it harder for them to compete for grants than larger organisations.

Limited Domestic Funding Mechanisms – There is no structured national funding mechanism for NGOs within the Gambian public finance system. Government project funding is rare, often project-specific, and can be subject to political influence.

Regulatory and Legal Environment

Complex Registration and Compliance – NGOs must register with both the Ministry of Justice and the NGO Affairs Agency. This dual system can be bureaucratic and lacks coordination, leading to confusion about oversight and limited monitoring of registered organisations.

Potential for Restrictive Legislation – Although reforms, such as a revised NGO Bill, aim to clarify operations and strengthen accountability, there is concern that overly restrictive regulation could impinge on civic space if used to suppress critical voices.

Capacity Gaps and Organisational Limitations

Technical and Human Resource Shortfalls – Many NGOs in the Gambia struggle to recruit and retain staff with specialised expertise (e.g., policy research, monitoring and evaluation, financial management, safeguarding, communication strategy). This affects programme quality, planning strength, and ability to scale impact.

Weak Monitoring, Evaluation & Learning Systems – NGOs often lack robust systems to measure outcomes, demonstrate impact, and satisfy donor reporting requirements. This limits their ability to make evidence-based decisions and attract long-term investments.

Coordination and Collaboration Challenges – Multiple NGOs working independently rather than in networks lowers collective leverage in advocacy and policy engagements. Coordination mechanisms, especially between urban and rural organisations, remain a challenge and weakness in NGO coordination and effectiveness.

Political Environment and Civic Space Issues

Government Engagement and Political Pressure – While The Gambia’s governance climate has opened since 2017, NGOs still encounter inconsistent government engagement, particularly on accountability advocacy.

Democratic Reform Constraints – NGOs have been vocal about the slow or stalled pace of reforms in areas such as security sector transformation and public accountability. Limited progress in these areas weakens civil society’s confidence in its ability to influence systemic change in governance.

Information Access and Public Awareness

Limited Access to Public Data – Delayed publication of government reports (e.g., audit reports) and restricted access to official information hampers NGOs’ ability to perform accountability functions or educate citizens on critical public finance and governance matters.

Underrepresentation of Rural NGOs and other CSOs – Urban NGOs often have better access to information, development partners, and donor networks than rural organisations, which face informational and logistical disadvantages that limit their outreach and impact. Need more support and capacity building.

Conclusion

The NGO sector in The Gambia continues to play a vital role in service delivery, governance advocacy, community empowerment, and sustainable development. However, it is facing multiple systemic and operational barriers. The main constraints revolve around funding sustainability, regulatory requirements and pressures, capacity limitations, limited access to public information, and external economic shifts. Addressing these challenges will require coordinated strategic reforms, strengthened organisational systems, improved government–civil society modalities, and innovative financing strategies to ensure the sector’s resilience and amplified impact moving forward.

# Uganda

Perspectives by a Civic Advisor in Uganda 

The end of 2025 and the beginning of 2026 have brought several challenges for NGOs in Uganda. These range from dwindling donor funds, which have led NGOs to scale back operations and lay off staff, to increased state regulation, including the suspension of permits for some NGOs and the arrest of NGO leaders and political activists.

The events of the last quarter of 2025 and early 2026 are not isolated; they are part of a prolonged period of narrowing civic space in Uganda and elsewhere in the world. In Uganda’s case, past elections have shown that the pre- and post-election periods often involve a clampdown on NGOs. For example, during the 2021 election period, several NGOs’ bank accounts were closed, and NGO leaders and other political actors were arrested. It culminated in the suspension of permits for 54 NGOs in August 2021. NGOs responded differently to the closure; some went to court, others negotiated, and it is unclear whether all affected NGOs returned to operations. However, for many of those directly affected, the process to reopen took between six months and one year.

Many of the closed NGOs received short-term permits of one to two years. This meant that every six months or a year, they had to return to the NGO Bureau and restart the reopening process. The same period, both before and after the 2021 election, saw the closure of donor agencies, mainly the Democratic Governance Facility, the largest basket fund at the time.

The 2025/6 pre- and post-election period has seen similar trends, from suspending donor agencies such as GIZ to restricting some donors, to sweeping allegations that more than 10 NGOs are involved in activities prejudicial to national security, leading to their closure and the freezing of bank accounts. Given limited information-sharing, the status of these closed NGOs is unclear.

NGO leaders have not collaborated to develop joint intervention strategies that focus on preventive measures, solidarity actions, and other responses to support those facing restrictions. Additionally, there have been limited efforts among NGO leaders to stay up to date on current trends and to gather the knowledge essential to developing informed interventions.

# Zimbabwe

Perspectives by the National Association of Non-Governmental Organisations (NANGO)

<> Challenges

Regulatory Uncertainty and Compliance Pressures

In 2026, Zimbabwean NGOs are likely to face increased compliance demands as authorities operationalise the PVO Amendment Act of 2025 through forthcoming Standard Operating Procedures (SOPs), which will clarify reporting, registration, and governance requirements. At the same time, stricter enforcement of the Cyber and Data Protection Act (CDPA), including mandatory Data Controller registration and the appointment of Data Protection Officers, may raise operational costs for many organisations. Continued demands for MOUs and clearance letters by local authorities also remain a barrier to community access and timely programme implementation.

Shrinking Civic Space and Public Trust Deficits

Civic actors and human rights defenders (HRDs) in Zimbabwe may continue to operate under constraints affecting freedom of association, assembly, and expression. Administrative hurdles, reputational attacks, and the politicisation of civic work risk undermining public trust and shrinking space for engagement. The gazetting of the proposed Constitutional Amendment No 3 (2026) is one development likely to shape the civic landscape. The proposed changes would affect presidential elections, term lengths for the President and Members of Parliament, electoral management, the appointment of key public officials, and the structure of human rights institutions. While framed as technical reforms, the cumulative effect of these amendments may shift the balance of power, affecting accountability, citizen participation, and institutional independence.

Shifting Geopolitics and Resource Constraints

The 2025 United States Government stop-work orders triggered ripple effects across the global aid architecture, prompting several governments to reassess foreign assistance and prioritise domestic security concerns. This trend, compounded by the ongoing Russia-Ukraine war, continues to reshape global funding flows. In 2026, Zimbabwean NGOs are therefore likely to face intensified competition for limited resources, as donors increasingly align funding with stricter corporate governance standards, locally-led development approaches, trade-linked priorities, and demonstrable value for money. Organisations that do not adapt to results-based programming, stronger accountability systems, and sustainability-focused models may struggle to secure and retain funding.

<> Opportunities

Engagement in the FATF Mutual Evaluation Process

Zimbabwe’s 2026-2027 FATF Mutual Evaluation exercise presents an important opportunity for NGOs to proactively engage in national risk assessments and policy discussions on AML/CFT/CPF compliance, particularly regarding Recommendation 8 on NPOs. By participating constructively, civil society can help ensure that regulatory measures are proportionate, risk-based, and consistent with human rights standards, while safeguarding the legitimacy and operational space of NGOs.

Strengthened Governance and Public Trust

While regulatory reforms may increase compliance demands, they also create an opportunity for NGOs to professionalise operations, strengthen governance standards, and enhance accountability systems. Initiatives such as NANGO’s Quality Assurance and Accountability Mechanism (QuAAM) provide practical support to organisations in building robust internal controls, improving reporting, and embedding best practices in governance. NGOs that leverage such frameworks can strengthen public trust, boost donor confidence, and position themselves as credible and resilient actors in Zimbabwe’s evolving civic space landscape.

Digital Innovation and Systemic Engagement

Digital tools offer NGOs new avenues for mobilisation, advocacy, and service delivery, from data-driven storytelling and online fundraising to virtual convening. At the same time, sustained and systemic engagement with regulators, particularly through initiatives like NANGO’s Talk to Your Regulator (#T2R), provides an opportunity to build trust and mutual understanding. Such platforms allow regulators to better understand civil society work and the challenges NGOs face in meeting compliance requirements, fostering more constructive, supportive relationships.

(Learn more about the African NGO Fundraising Hub that @AfricanNGOs and Hexa Media Africa introduced on 26 February 2026.)