Sentebale emerges from governance storm

Charity restructured, founders departed, but core mission intact in Lesotho

TEBOHO KHATEBE MOLEFI

The needs of children orphaned or made vulnerable by HIV/Aids remain stark in Lesotho, and the UK-based charity Sentebale has weathered a tempest.

The announcement this week by the UK Charity Commission, closing its compliance case into Sentebale, marked the end of a turbulent chapter defined by governance failures, the dramatic resignation of its royal founders, and a relentless focus on preserving life-changing programmes for tens of thousands across Lesotho and Botswana.

While the charity emerges restructured and pledging renewed governance vigour, the shadow of the allegations that forced Prince Harry and Prince Seeiso to step down lingers, even as Sentebale insists its field impact remains undiminished.

Founded in 2006 by Prince Harry and Prince Seeiso in memory of their mothers, Princess Diana and Queen ‘Mamohato Bereng Seeiso, Sentebale – meaning ‘Forget me not’ in Sesotho – quickly became a critical player in Lesotho’s fight against the HIV/Aids epidemic. Its mission expanded to support vulnerable children and youth holistically, addressing health, psychosocial support, education, and, increasingly, economic empowerment and climate resilience.

Operating in a nation grappling with one of the world’s highest HIV prevalence rates and profound poverty, Sentebale’s programmes are not just beneficial. For many, they are essential.
This vital work faced an unprecedented threat earlier this year. In February, concerns about governance were privately raised with the Charity Commission via its whistleblowing procedure. This triggered a formal compliance case, thrusting the charity into the harsh glare of public scrutiny and internal upheaval.

The culmination was the seismic resignation of its founders, Prince Harry and Prince Seeiso, on March 24.

While the Charity Commission’s report, published this week, found “no evidence of widespread or systemic bullying or harassment, including misogyny or misogynoir at the charity,” it crucially acknowledged the deep fractures that led to the founders’ departure. The Commission stated it had “acknowledged the strong perception of ill treatment felt by a number of parties to the dispute and the impact this may have had on them personally.”

This carefully worded finding points to the heart of the conflict. Sentebale Chair Dr Sophie Chandauka MBE, who confirmed she privately raised the initial governance concerns in February, offered a more pointed perspective in her statement. She explicitly referenced “the unexpected adverse media campaign that was launched by those who resigned on March 24, 2025,” stating it had “caused incalculable damage and offers a glimpse of the unacceptable behaviours displayed in private.”

Dr Chandauka’s words suggest a bitter falling-out between the new Board leadership and the founders, characterised by allegations of private misconduct and a perceived attempt to damage the charity publicly following their resignation. The nature of these alleged “unacceptable behaviours” remains private, but the Chair’s statement implies they were severe enough to contribute significantly to the turmoil and the Commission’s recognition of perceived ill-treatment.

Prince Harry and Prince Seeiso have not publicly detailed their reasons for resigning beyond initial statements expressing faith in the charity’s mission but hinting at governance disagreements.
The Charity Commission’s findings validated the core concerns initially raised. It identified a “past lack of clarity around role descriptions and internal policies for dealing with disputes and internal complaints.”

This lack of formal structure created ambiguity, particularly around board member conduct and the handling of internal grievances, seemingly providing fertile ground for the interpersonal conflicts that culminated in the founders’ departure and the whistleblowing.

Crucially, the Commission confirmed that Sentebale now has “validly appointed trustees now in place to take the charity forward.” It did not find evidence of financial mismanagement or harm to beneficiaries during the period under review.

Instead, it issued an Action Plan focused squarely on embedding robust governance implementing a new, constitutionally enshrined policy for resolving internal disputes and handling complaints, including whistleblowing and introducing a clear code of conduct outlining acceptable behaviour for trustees.

The Actions Plan also implements a new framework for delegating responsibilities, ensuring all roles – including future patron relationships – are explicitly defined, while formalising the procedure for raising concerns internally.

Sentebale’s leadership unanimously welcomed these findings and the Action Plan, stating they are “totally aligned with the Board’s thinking” and build upon an internal governance review initiated in 2024.

Facing the Commission investigation and the founders’ resignation amidst a backdrop of what the charity describes as a “shifting international funding landscape that has increasingly deprioritised Africa,” Sentebale embarked on a radical transformation to ensure survival and continuity.

The senior executive leadership has been relocated to Southern Africa, closer to operations in Lesotho and Botswana, aiming for greater contextual understanding and operational efficiency. The Board has been significantly reduced in size, described as now “agile and able to respond quickly.”

A rigorous cost-management programme has slashed the charity’s annual cost base by approximately 25 percent. This was achieved through operational efficiencies and a global restructuring. Remarkably, despite the restructuring, Sentebale retained 95 percent of its staff, crucial for maintaining institutional knowledge and programme continuity.

The most critical question throughout this saga has been, did the turmoil in London affect the children relying on Sentebale in the remote mountains and valleys of Lesotho? According to the charity and its leadership, the answer is a resounding no.

They assert, emphatically, that service delivery continued “uninterrupted” and “without any reduction.”

Executive Director, Carmel Gaillard, has highlighted the unwavering commitment of the team and the crucial support from local partners saying that “their trust in us as one of the region’s most respected and reliable implementing partners has meant everything… Our work continued without interruption.”
The data point offered is significant. Sentebale claims it remains “on track to serve at least 78 000, children and young people across Lesotho and Botswana this year, matching or exceeding our 2024 impact.” This figure is presented as a testament to resilience amidst “an extraordinary period of turbulence” and “acute need in the region.”

Sentebale’s work in Lesotho is multifaceted and deeply embedded in communities providing psychosocial support, life skills, and essential services (healthcare, education support, social protection) to children and adolescents living with HIV, often delivered through peer support groups.

There is also the ‘Mamohato Network, supporting community-based organizations caring for vulnerable children, strengthening their capacity and reach.

Programmes like “Yield” focusing on vocational training, entrepreneurship and financial literacy for youth transitioning out of child-focused programmes, and increasingly integrating support for communities facing climate-related challenges like drought, which exacerbates food insecurity and health vulnerabilities for HIV-affected families are also central to the organisation’s work.

While the leadership insists these programmes are running at full capacity, the significant 25 percent budget reduction inevitably raises questions among observers in Lesotho. Can such a deep cut truly leave field operations untouched? Sentebale attributes the savings entirely to “operational efficiencies” and restructuring of non-programmatic functions.

Dr Bhakti Hansoti, Trustee, contextualised the need for efficiency: “Funding for essential services in Southern Africa is increasingly limited… The effect will be felt most by young Africans.” The implication is that streamlining was essential to preserve core services in a harsh funding climate, separate from the governance issues.

However, local partners, while publicly supportive – as cited by Gaillard – may harbour private concerns about long-term sustainability and potential future impacts. The restructuring and relocation of leadership may also subtly shift operational dynamics and communication lines with Basotho partners.
The statements released since these latest developments reflect a leadership breathing a sigh of relief but also marked by the recent conflict. Dr Chandauka has stressed the “intense” experience as a test of “strategic clarity and operational resilience.” She paid tribute to staff and the “courageous new Board” while delivering the sharpest critique of the departed founders’ actions.

Her pledge is for a charity that is “stronger, more focused, better governed, boldly ambitious and with our dignity intact.”

Trustee Iain Rawlinson, focused on the future, seeing the Commission’s closure as enabling the completion of a transformation journey started in 2023. He emphasised the need to reassure stakeholders and funders about the updated governance to secure future support.

Dr Bhakti Hansoti, another Trustee, highlighted the critical needs in Southern Africa and explicitly linked the Commission’s concerns to the previous Board, asserting the new Board’s commitment to “best practice,” “robust governance,” and “transparency, accountability, and effectiveness.”

As Executive Director, Gaillard struck a tone of gratitude for her team and partners, emphasising continuity and the “integrity of our work” on the ground. The conclusion of the case allows them to move forward “with focus and clarity.”

Sentebale stands at a crossroads. It has navigated a severe governance crisis and emerged restructured, leaner and with a clear and mandated governance action plan. It claims its core mission delivery in Lesotho and Botswana is unscathed, serving as many vulnerable children as ever.

Yet, challenges loom large. The public airing of damaging allegations and internal conflicts, particularly involving its high-profile founders, has undoubtedly tarnished its image. Rebuilding trust with the public, donors, and potentially some partners will take time and demonstrable change.

Dr Hansoti’s mention of declining foreign assistance is stark. The governance issues, however resolved, add another layer of complexity to fundraising. Donors will require convincing evidence of the new governance structures’ effectiveness. Trustee Iain Rawlinson acknowledged the Action Plan should “provide comfort” and “facilitate our due diligence processes” with funders.

Embedding the new policies on conduct, disputes, whistleblowing, and role clarity is crucial. This requires cultural change as much as procedural change within the Board and organisation. Honouring the founders’ vision while navigating the apparent acrimony of their departure is also a delicate issue.

Dr Chandauka has stated that Sentebale “will always be inspired” by Harry and Seeiso’s vision, but the relationship appears deeply fractured.

Maintaining the current level of impact with a 25 percent smaller budget relies heavily on sustained operational efficiencies, and any further funding pressures or unforeseen crises could quickly jeopardise programme depth or reach.

In the villages and clinics of Lesotho, the theoretical debates about governance in London matter less than the tangible support reaching children. The continuation of Canopy+ groups, the training from Yield programmes, the support to grassroots carers – these are the metrics that truly count for Basotho youth facing the compounded challenges of HIV, poverty and climate vulnerability.

Sentebale’s assertion that these services have been shielded from the storm is welcome news. The dedication of its Southern Africa-based staff and local partners, lauded by Gaillard, has clearly been pivotal. However, the charity’s future stability is inextricably linked to Lesotho’s vulnerable children.

The effectiveness of its new governance, its success in fundraising, and its ability to truly move beyond the shadow of the founders’ departure will determine whether Sentebale can fulfil Dr. Chandauka’s call to “recover, renew, and rise to meet the hopes and expectations of the next generation” across the mountains of Lesotho.

The conclusion of the Charity Commission case is not an endpoint, but the start of a critical new chapter defined by the need to prove that lessons have been learned and that the mission, above all else, remains paramount.