By Janvier Hafasha: Executive Director of HODARI Foundation (Uganda)

Kyaka II Refugee Settlement, a vibrant community in  Kyegegwa District , western Uganda, is home to approximately 136,129 refugees as per UNHCR & OPM sources (page 6). A striking 21%of this population are young people, a demographic that represents both the future of the community and its most vulnerable members. While the settlement has long been a haven for those fleeing conflict, it is now grappling with a severe and escalating crisis fueled by a significant reduction in international funding.

The impact of this financial shortfall is being felt across every aspect of life in Kyaka II. The World Food Programme’s (WFP) recent categorization has hit the community hard, with a large number of refugees, including the author of this opinion piece, being classified into Category 3, which indicates a heightened level of food insecurity. This has led to a domino effect of hardship, from an increase in food-related stress to a rise in social and economic instability.

The Human Cost of Funding Cuts

The most visible sign of this crisis is the growing number of children living on the streets. According to a recent report by Alight, an implementing partner for UNHCR, over 60 children in the Bukere Zone alone have been forced into homelessness. This is just one of many heartbreaking indicators of a society under immense strain.

The pressure has also led to a sharp increase in gender-based violence (GBV), survival sex, and even suicidal cases, with one death so far reported.  In a community where a sense of stability is already fragile, these issues are a direct result of the desperation and hopelessness that a lack of resources can create. The loss of dignity and safety is a heavy burden, and the mental health of residents, including aid workers, is being pushed to the breaking point.

The healthcare sector, a critical lifeline for any community, is collapsing. Funding cuts have forced the layoff of over 30 healthcare staff, including clinicians, nurses, and other essential health centers. A single clinician, who should be seeing a manageable number of  50 patients each day, is now forced to attend to over 100. This overwhelming patient load is not only a recipe for burnout but also a serious threat to the quality of care. The remaining staff, both from international and national organizations, are stretched thin, often forced to take on multiple roles, which severely impacts their own well-being and effectiveness.

Investing in Local Champions

The challenges in Kyaka II demand more than a simple increase in funding; they require a fundamental shift in how aid is delivered. For too long, the relationship between the Global North and communities like Kyaka II has been defined by a power imbalance. International organizations, while well-intentioned, often create a cycle of dependency and tokenization. They frequently engage with local organizations, or Refugee-Led Organizations (RLOs), in a superficial way, giving them small sub-grants to fulfill a quota while writing “fancy reports” with impressive graphs and charts that ultimately serve their own interests.

It’s time to move beyond this model. International organizations must stop using buzzwords like “capacity building” and instead embrace “capacity sharing.” RLOs are not “under-capacitated” or in need of basic training. They are already on the front lines, navigating the complex realities of their communities. What they need is knowledge exchange—the same access to international and national conferences, workshops, debriefs, and retreats that are common for international staff. This isn’t about teaching; it’s about mutual learning and respect.

Furthermore, international organizations must rethink their procurement processes. Local suppliers, who are already embedded in the community, should be given contracts and supported to meet the necessary standards. This would not only stimulate the local economy but also ensure that resources remain within the community. Instead of being ignored or marginalized, local businesses should be seen as essential partners in the solution.

The current crisis in Kyaka II highlights a critical truth: when international support dwindles, it’s the RLOs and local and national NGOs that remain. They are the ones who will continue to fight for their community, with or without external funds. They are the true champions, thinking locally and acting globally.

This is a direct appeal to donors, INGOS, corporate companies, and philanthropists. To create a lasting impact, you must become a risk-taker and invest directly in local organizations. Just as no one is born knowing how to ride a bicycle, organizations learn and grow through experience, trial, and error. Instead of channeling funds through large international bodies, a more direct approach will empower the people who are most committed to and knowledgeable about the needs on the ground.

The time for indirect, top-down aid is over. The situation in Kyaka II is a stark reminder that the most effective and sustainable solutions will come from within the community itself. By shifting power, sharing knowledge, and investing directly in RLOs, we can ensure that aid creates a lasting legacy of resilience and self-sufficiency, rather than temporary relief.