What Community Connections Taught Me: Reflections on Mapping Civil Society Across the Global South

In 2025, the global democracy, human rights, and governance (DRG) sector ran into a wall of profound uncertainty. Large funding cuts and policy shifts by the United States government disrupted long-standing support systems for NGOs worldwide. The effects were immediate: local organizations lost critical funding, ongoing programs and staff were paused or dropped, and the broader ecosystem was left in a state of reassessment. International donors began reconsidering not only who to support, but how to allocate increasingly limited resources. 

Across Southeast Asia (SEA), the US cut over 2 billion aid dollars. Most notably, healthcare programs tackling AIDs, tuberculosis, and an ongoing malaria outbreak have been gutted. Exacerbating the situation, SEA already suffers from complex governance challenges. The region has long been characterized by a dynamic but uneven civic space, with issues such as shrinking press freedom, rising authoritarianism and structural inequalities. Local NGOs play a critical role in this tight space. Many focus on public health, gender equity, youth and community empowerment, often operating with limited visibility despite their sustained impact. 

It is within this moment of disruption and reflection that Accountability Lab’s (AL) “Civil Society Wayfinder” project emerged. Developed as a rapid research and outreach initiative, Wayfinder seeks to identify and elevate locally rooted organizations working in DRG, especially those that are under-recognized or affected by ongoing funding cuts. The project aligns closely with AL’s broader mission of promoting accountability, transparency and trust by centering local actors as implementers and leaders of innovation, resilience and change in their own right. In that spirit, Wayfinder seeks a new framing, one that positions these local NGOs as role models, for funders and international groups, and not simply as recipients of foreign support.

What drew me most as a programs intern was the opportunity to engage directly with these grassroots organizations and better understand how local actors continue navigating DRG challenges despite funding uncertainty and increased pressure. As someone having previously worked with civil society initiatives across SEA, I was interested in learning how organizations across other regions of the Global South approached these issues in different ways. The project offered an opportunity not only to contribute to a timely response to the aid cuts by providing visibility, but also to gain firsthand experience in researching, identifying, and engaging with the organizations. 

A key premise of the project is to address the “proximity gap” , the disconnect between global decision-makers and affected communities – widened by the slashes to aid funding. Traditional donor approaches can be slow, top-down and in some unfortunate cases, removed from local realities. In contrast, Wayfinder adopts a more agile approach, like a bridge between the two. It provides visibility to local organizations while simultaneously offering donors and international NGOs concrete examples, insights and proof of concept. In doing so, it not only amplifies local voices but also contributes to shaping more responsive and context-sensitive funding strategies. 

Wayfinder is primarily implemented through a LinkedIn-based outreach model, supported by network-building, word-of-mouth recommendations, and ongoing engagement with civil society actors. This approach allows for both breadth and depth: fostering connections that can lead to further collaboration and knowledge-sharing. As it is evidence-informed as well, we can ensure that these featured organizations are both credible and representative of sector trends. At its core, Wayfinder is not just about mapping organizations—it is about rethinking how the sector watches, learns and acts in times of meeting a wall or a crisis.

Elements of the Project

Wayfinder was designed around a set of thematic categories that reflect emerging priorities within the DRG sector. These categories were drawn primarily from analyses done by the Carter Center, IDEA, EPIC Africa, and Wilton Park on what the future of democracy support should look like and how to prioritise. The thematic categories initially included: 1) youth leaders and new champions of democracy; 2) leveraging narrative power and storytelling; 3) strengthening information ecosystems; and 4) decentralized funding models. Together, these themes capture a sector shift toward more inclusive, adaptive and locally grounded approaches. 

As the project progressed, however, it became clear that these categories were not always exclusive. Many of the organizations we encountered operated across multiple categories, making classification less straightforward than anticipated—for example, combining youth leadership with narrative power. Moreover, decentralised funding wasn’t easily identified. As a result, the categories were revisited and adjusted to better reflect the ground realities. We discovered there was an increased pattern of gender-based advocacy, to the point that the recurrence couldn’t be ignored. So we added a fifth thematic category: gender equity. 

The outreach and selection process was a central component of Wayfinder. We engaged a wide network of practitioners, partners and civil society actors to identify DRG organizations, particularly those with strong local impact but limited visibility. Outreach was conducted through both professional networks and open calls, seeking recommendations. Recommendations from both interns; Yamone Aye & Otsemaye, were also taken on. The materials we received were varied widely, ranging from large datasets of formal organizational profiles and reports to informal descriptions, social media pages, and personal referrals. This required a consistent yet flexible approach to evaluation. 

We narrowed down the organizations through an internal filtering process that considered relevance to the thematic categories, demonstrated impact and alignment with the project’s focus. (This process is explored in more detail in the accompanying Methodology blog.) Verification was another important step. We researched whether these NGOs were active and had accessible, up-to-date contact information such as websites, social media handles, and email addresses. Evidence of ongoing or recent projects, reports, and active engagement were key determinants. Other indicators of credibility we considered included mentions in local or regional media, demonstrated participation in NGO events, or legal status. The final vetting was from our Co-CEOs to check for any red flags before we reached out to the organisations. Every organisation that passed was sent an email with details about the campaign, and most importantly, requesting their consent to be a part of it. 

Once selected, organizations were featured through regular LinkedIn posts, typically on a weekly or biweekly basis. We also had to be mindful of what visibility and affiliation with AL on a global platform would mean for some of these organisations in sensitive regions like Pakistan, Nepal and Mali. This may have meant acknowledging their work but not adding them to the campaign. 

As the project gained momentum, we also began direct email outreach to featured organizations, which helped strengthen relationships and encourage further engagement. Over time, this approach generated a “cascade effect,” leading to new NGO introductions. This organic network expansion reinforced Wayfinder’s underlying principle: what’s most valuable in the DRG sector is often community connections rather than formal channels.

Outreach Results 

Through Wayfinder, we have identified and featured 50 local NGOs working across the DRG space. These organizations span multiple regions and thematic categories, reflecting both the diversity and dynamism of grassroots work globally.

Reactions, comments, quote posts/reposts on LinkedIn suggest a strong interest in the project. Based on Regional Engagement Analysis, North America led significantly with 148 engagements, followed by West Africa, South Asia, East Africa and South Africa. Many posts prompted further recommendations, connections and conversations, reinforcing the idea that there is both a need and an appetite for more accessible, community-centered knowledge within the sector. This engagement also revealed an important insight: visibility itself can act as a form of support. By highlighting the work of these organizations, the project contributed—in a small but tangible way—to amplifying their presence within broader donor networks.

Reflections

One of the most significant takeaways from Wayfinder has been the expansion of my global perspective. Prior to this internship, my understanding of the DRG sector was largely shaped by my own experiences and my connections in SEA, with some general awareness of global dynamics. Through Wayfinder though, my eyes were opened to much broader contexts, especially across Africa and South Asia—how different regions approach their varying challenges in a range of ways. It also taught me how we can learn what’s worked out from other regions’ examples and adapt to our own, and vice versa.

I also began to notice clear regional patterns in areas of focus. In SEA, many organizations emphasize public health, gender equity and community empowerment, reflecting ongoing structural and cultural challenges. In contrast, across several African contexts, there appears to be a stronger focus on technology, innovation and digital tools as drivers of accountability, which I found really fascinating. In South Asian countries such as India and Pakistan, the work often takes place within more restrictive environments, particularly in relation to women’s rights and politics (CIVICUS, 2026). These observations not only deepened my understanding but also highlighted the importance of context-specific approaches.

The project also prompted us to always critically reflect on our own framework. Learning and adaptation are thus essential components of Wayfinder. Despite the challenges, the process was deeply inspiring. Reading about the work of various organizations—their programs, impact stories, and the communities they serve—was motivating. The photos, narratives and tangible outcomes shared by these groups served as a powerful reminder of why this work matters. It reinforced a sense of purpose not only in the project but also in my own broader engagement with development issues.

Working with AL was also a particularly meaningful aspect of this experience. The team fostered an environment that was supportive, respectful and genuinely collaborative. What stood out to me was that this support was not patronizing, but grounded in trust and openness. Colleagues were encouraging, receptive to ideas, and willing to engage in thoughtful discussions, which made the experience both professionally and personally rewarding.

Just as importantly, Wayfinder has introduced me to new ways of working. Previously, much of my experience involved engaging with established networks or relationships already facilitated. In contrast, this project required us to actively build connections from the ground up—introducing the initiative, reaching out to organizations, and developing relationships over time. This experience of initiating and nurturing professional relationships has been valuable. It not only strengthened my communication and outreach skills but also gave me greater confidence in engaging with diverse stakeholders. 

More broadly, the project has reinforced my belief that meaningful change often begins at the community level, and that amplifying these voices is essential for building more responsive and inclusive global DRG conversations. As I continue my academic and professional journey, I hope to carry forward these insights—approaching my work with a more global perspective, and a stronger commitment to the power of community-driven change.