The National Association of Non-Governmental Organisations (NANGO) is Zimbabwe’s apex coordinating body for registered Non-Governmental Organisations (NGOs). As a non-political, non-profit, and non-denominational entity, NANGO is mandated to coordinate, represent, and strengthen civil society organisations (CSOs) across Zimbabwe. With a membership base of 787 active NGOs and Community-Based Organisations (CBOs), and a national presence through five regional offices in Harare, Bulawayo, Gweru, Masvingo, and Mutare, NANGO operates through key thematic clusters to ensure relevance and inclusive representation across the development spectrum.
As the current Strategic Plan draws to an end in December 2025, NANGO seeks to develop a new Strategic Plan (2026 – 2030) at a time of profound transformation in the civic space. The operating environment for CSOs in Zimbabwe and beyond is being reshaped by significant regulatory, financing, and thematic shifts, which demand a recalibration of how the sector is organised, mobilised, and supported.
One of the most defining developments is the enactment of the Private Voluntary Organisations (PVO) Amendment Act on 11 April 2025, which introduced new regulatory changes with implications for the existence, independence, and operational frameworks of CSOs. While the Act is framed as part of Zimbabwe’s compliance with global norms such as the Financial Action Task Force (FATF) Recommendation 8 and broader Anti-Money Laundering/Combating the Financing of Terrorism and Proliferation (AML/CFT/PF) standards, it potentially risks further shrinking civic space, increasing bureaucratic oversight, and stifling development and humanitarian action.
Parallel to the regulatory pressures, global development financing is undergoing a major realignment, with significant cuts in traditional donor support, particularly from long-standing partners such as the USAID. This has led to the scaling down or closure of CSOs in Zimbabwe and heightened competition for limited resources. Additionally, the evolving development aid architecture is placing stronger emphasis on accountability, localisation, and impact, thereby shifting the role of national platforms such as NANGO from intermediary actors to strategic conveners and enablers of local leadership.
Under the localisation agenda, there is growing consensus that local actors must lead development and humanitarian responses, with international actors providing support in alignment with national priorities. This paradigm shift presents both opportunities and responsibilities for NANGO and its members to assert leadership, influence development policy, and drive locally relevant solutions.
At the same time, new and urgent areas requiring CSO input and innovation are emerging. These include climate justice, natural resource governance, illicit financial flows, trade justice, digital transformation, and cross-border development frameworks such as the African Continental Free Trade Area (AfCFTA). National and regional development strategies, including the formulation of the National Development Strategy (NDS2), Sustainable Development Goals (SDGs), and the African Union Agenda 2063, require coherent and strategic civil society contributions. CSOs are also challenged to demonstrate increasing commitment to compliance, transparency, and accountability in line with international standards and the evolving demands of partners and regulators.
Throughout its history, NANGO has played a central role in mobilising, coordinating, and amplifying the voice of CSOs to influence public policy, defend civic space, and contribute meaningfully to national, regional, and international development processes. As the sector faces new frontiers and complex challenges, it is imperative that NANGO develops a forward-looking, adaptive, and resilient Strategic Plan that repositions the organisation and its membership for relevance, influence, and sustainability.
The development of this new Strategic Plan is, therefore, not only timely but essential. It will enable NANGO to chart a bold and strategic course in support of a vibrant, more coordinated, and impactful civil society, grounded in local realities, yet responsive to global demands and trends.
The purpose of the strategic planning process is to develop a new strategic plan that will guide NANGO’s work and institutional reform process over the next five years (2026 – 2030), to increase its impact and ability to fulfil its mandate.
The consultant(s) will provide strategic, technical, and facilitation support to NANGO in the development of its new strategic plan (2026 – 2030). We suggest that the strategic planning process follows the following phases, which will be finalised with the consultant once s/he has his/her own proposed methodology:
a) Inception Phase (to refine the scope of work, methodology, process, and timelines, as well as the strategic questions and key priorities). Deliverables: Inception report including work plan and detailed methodology.
b) Research, Consultations and Analysis (to gather and analyse key documentation and input from various sources and key actors). Deliverables: Report presenting the outcomes of the desk review and consultations, and the proposed outline of the strategic plan.
c) Development of the Strategic Plan. Deliverables: Draft strategic plan, facilitation of a physical meeting to present the draft plan to NANGO Staff and Board; Final Strategic Plan after incorporating feedback received.
The consultant will work directly with the NANGO Executive Director and a small working group composed of NANGO staff from across departments.
The consultancy is likely to commence latest 25 August and finalised by mid-October 2025. We intend to officially launch the new Strategic Plan during the 2025 Annual NGO Directors Summer Retreat to be held from 27 to 28 November 2025.
The consultant or team of consultants should have the following qualifications and experience:
Interested consultant(s) should express their interest by submitting:
The deadline for submission of Expression of Interest (EoI) is 15 August 2025. EOIs should be sent by email to recruitment@nangozim.org, cc programs@nangozim.org, with “EOI Strategic Plan Consultancy 2025” in the subject line.
Terms-of-Reference-Development-of-NANGO-Strategic-Plan-2026-2030-Consultancy.pdf