As Trump’s silence stretches, what should foreign aid organisations anticipate?

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OPINION

By Dr Caroline Sekiwano

On January 20, 2025, the Trump administration enacted a three-month pause on foreign assistance, triggering uncertainty across the global development and humanitarian sectors. Now, with the temporary freeze set to expire this April, organisations dependent on US foreign aid are bracing for clarity, while remaining agile in a complex political landscape.

The pause, aimed at reassessing US foreign assistance priorities, halted the disbursement of billions in funds earmarked for health, education, infrastructure, democracy promotion, and humanitarian aid. For many NGOs, multilateral agencies, and local implementing partners, the last three months have been a period of waiting, recalibrating, and, in some cases, surviving on reserves or emergency bridge funding.

As April draws to a close, organisations must prepare for a landscape that could evolve in various directions.

First, it is likely that assistance will resume selectively. Programs that align closely with the Trump administration's core interests—such as counterterrorism, border security, and faith-based initiatives—may see swift reinstatement. Others, especially in sectors perceived as non-strategic or politically contentious, including areas like reproductive health, climate action, and gender equality, may face further delays, budget cuts, or even termination.

Moreover, evolving aid priorities may introduce new conditions. Organisations should anticipate revisions to grant terms and heightened scrutiny on performance. There will likely be increased pressure to deliver clear, measurable results, demonstrate cost-efficiency, and align more closely with US foreign policy objectives. Donors may place greater emphasis on visibility and branding, including a stronger push for narratives that reinforce “America-first” values. In this environment, it will be critical for organisations to show alignment with US national interests, deliver strong value for money, and maintain high standards of transparency, impact, and effectiveness.

While the official pause might soon be lifted, ambiguity may persist. Funds may be released slowly, and new reviews or policy shifts may follow. Organisations should be ready for an extended period of unpredictability. In this volatile environment, flexibility and preparedness are critical.

Now is the time for proactive outreach. Set up calls or briefings with USAID, State Department officials, and other US mission staff to understand where your programs stand. Ask for clarity on timelines, expectations, and any shifts in priorities.

It is equally important to refine and elevate your organisation’s value proposition. Ensure that impact reports, case studies, and communication materials highlight how your programs serve both local needs and broader US strategic goals. Emphasising success stories, strong community support, and operational efficiency will help position your work favourably amid changing donor expectations.

One critical lesson from the aid suspension is the danger of overdependence on a single funding source. Organisations should by now be actively seeking alternative funding sources, including private foundations, European donors, regional development banks, and philanthropic alliances. Building financial resilience through unrestricted or flexible funding to provide a buffer during times of uncertainty.

Revisiting budgets, timelines, and program design is also advisable. Adaptive programming—where initiatives can be scaled up or down depending on funding availability—can make operations more resilient. Working closely with local partners to develop contingency plans ensures continuity and promotes shared responsibility in turbulent times.

Joining advocacy networks and coalitions that champion consistent, transparent foreign assistance policies can amplify collective concerns. These platforms not only provide a stronger voice but also foster collaboration and resource-sharing among like-minded actors.

For organisations working directly within communities, maintaining open and honest communication with beneficiaries is vital. Providing timely updates, managing expectations, and being transparent about delays or changes helps build trust and preserve long-term relationships. For others, this moment calls for a deeper investment in grassroots resilience and partnerships grounded in shared values—partnerships that endure beyond shifting geopolitical agendas.

As April unfolds and the fog of uncertainty begins to lift, preparedness, adaptability, and principled leadership will define which organisations emerge stronger. In the face of unpredictability, one truth endures: the world’s most vulnerable communities still depend on the work you do, and that mission remains more important than ever.

The writer is a human resource and organisational development adviser