There’s a lot of talk in philanthropy about localization and community-led change. But in practice, most decision-making power and control over resources still sits with international actors – usually Global North funders and INGOs
If the intention and language are there, why has meaningful change been so limited?
How can we help funders to meaningfully shift power?
In this research study we conducted for the Giving for Change initiative, we looked closely at that gap between intention and practice. We spoke with foundation leaders and staff, Global South civil society leaders, and others working in the ecosystem, to understand how shifts in power do – and do not – happen.
Some insights that really stood out for me –
- Change happens through relationships, trust, and ongoing accompaniment more than through tools or frameworks.
- Many of the barriers are not technical, but rooted in deeper beliefs about control, risk, and expertise.
- Hearing directly from community leaders can fundamentally shift how funders – including their boards and trustees – think and act.
- Real change requires working across the whole organization, including boards, leadership, and operational systems.
- “Bottom-up” pressure from local organizations and communities, along with peer (funder-to-funder) practices and expectations can play important roles in creating demand and shifting norms over time.
All of these insights have direct implications for how we do our influencing work within and with the funder organizations we engage with.
I’d love to hear your thoughts – please share in the comments.
Read the reports at the links below:
From rhetoric to practice: What it takes for international funders to shift power to communities
- Full Report
- Brief Summary
- Shifting Power Case Studies –
We also did a deeper dive into lessons from the Giving for Change initiative – read more at the links below.
Influencing funders to shift power: Lessons from the Giving for Change initiative
- Full Report
- Brief Summary
- Shifting Power Case Study –
