International development has long been criticised as “colonial”. Wealthier nations, institutions, and even charities have often dictated what is needed for countries to progress. Western knowledge and institutions have been prioritised while local communities have been depicted as “helpless” and in need of “saving”.
Too often they have been treated as passive recipients rather than active decision-makers. This has shaped the way communities receive funding, with conditions and priorities being set by funders in the Global North.
As global organisations and funders, we must do better. Funding organisations differently is not only the right thing to do – it is also more effective and efficient. Communities should be leading development as they will have a real understanding of the challenges they face and the cultural and social contexts.
Western-based NGOs can often make assumptions on what is needed and we need to challenge these. For example, for gender-based violence survivors, there may be an assumption that the priority is for their perpetrator to be convicted. Yet our research with women survivors in Sri Lanka, Rwanda and Kenya challenged the linear concept of justice. The women told us being treated with dignity, respect and getting support was more important – and that had implications for the services and support we funded.
Flexible funding
Historically, the model of philanthropy has been for international projects to apply for funding for specific projects but conflict does not unfold according to project cycles; war and displacement do not wait for grant approvals; and emergencies do not wait for a donor’s funds to come through.
When M23 rebels entered Bukavu in eastern Democratic Republic of Congo last year, staff at MKAAJI, a non-profit whose work includes combatting gender-based violence in mining sites, had to flee for their safety. Thankfully, flexible funding we’d provided meant they had the basic necessities to continue their vital work.
When the Sudan war broke out, and there was an influx of refugees at the South Sudanese border, another NGO called Root of Generations asked women what they needed which resulted in safe spaces being set up. In both cases, the usual bureaucracy and time it would take to apply for new funding or limitations of ringfenced or inflexible funding, would have led to thousands of women being in danger and unsupported.
Flexible funding doesn’t just support projects dealing with crisis situations, it also gives partners the best chance of succeeding at longer-term behaviour change and systems change. It’s simply not possible to achieve this with short-term, project-based funding. It also reiterates the partnership between funders and NGOs.
Attitude shift
So, how can foundations and grant-makers make it work?
There needs to be a shift in attitude. We need to see flexible funding as a rebalance of power between donor and recipient organisations and the most significant way to increase impact.
Sometimes foundations may have concerns about partners mismanaging funds if they aren’t prescriptive in what they should be spent on. But while due diligence and reporting are essential, trust is equally vital.
Recognising that NGOs work in contexts that can change overnight, we moved towards greater trust-based philanthropy in 2020 and 86% of our funds were unrestricted last year – the highest in our history.
Starting small
Some funders may feel cautious about this different model of funding so one solution is to start small, initially limiting the portfolio of projects and amount you fund, while you foster relationships and trust.
For example, we initially commit to a two-year partnership, with a minimum £5,000 grant each year for two years as well as offering non-financial support such as advocacy work, peer support and amplification across our events and communications.
As we raise more through the year, we are able to give further grants, up to a maximum of 50% of their annual income each year and we aim to extend partnerships for five to 10 years, offering stability and resilience.
Flexible funding gives NGOs the stability to adapt with speed and resilience, and the security to flourish. If an emergency happens, NGOs you work with or fund shouldn’t be asking for permission, rather keeping you informed on their response.
Of course, clear and regular communication with the projects you fund is vital to ensure success with this model of funding. You need to understand the NGOs’ priorities and what their deliverables are from the beginning but remembering the extreme situations many are working in.
We should be considering how else we can provide support that is non-financial such as connecting them with other NGOs to share best practice and support.
Thanks to a mix of ringfenced and flexible funding of £250,000 last year we directly supported over 26,000 women and girls and indirectly supported a further 72,000 in countries including Afghanistan, DRC and the UK.
It’s vital we share these examples so that philanthropists and funders can see that this kind of funding is more impactful than traditional methods and positions Western charities and international NGOs as equal partners.
The Circle is a global feminist organisation that supports women and girls confronting gender-based violence and economic inequality across the world
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