At this time, when governments of developing nations are increasingly skeptical of foreign funding, barriers imposed by the donor countries put grassroots CSOs at enormous risk. As powerful elites in the Global South continue to discredit CSOs in the name of ‘foreign agents’, tied aid contributes to this narrative, muddying the waters for activists.
When the sector talks about donor fatigue or donors saying they don’t see where the money is going. Well, only less than 10% of your money comes directly to us. They should ask Northern CSOs about the other 90% – they shouldn’t ask us.
Have you heard of imaginal cells? This is what Amaha Selassie asked us as we sat in the jungle-themed hotel lobby. It was the night after the #ShiftThePower Summit in Bogotá, and 5 of us had come together seemingly by accident, talking for hours about the worlds of possibility and complexity that the Summit had unlocked. None of us knew about these cells, so Amaha explained
The decision to develop this strategy came after a period of introspection and a strong demand from our members to prioritize the people. There was a perception that ZimRights had fallen victim to elite capture creating a Secretariat that was in the pocket of the donors with no motivation for shifting the power.
Recognizing that no single person has capacity to take on the whole system, incremental change in multiple different places can be powerful.
Mientras los líderes mundiales se reunían en la COP de Dubai, más de 700 agentes de cambio que trabajan en comunidades de más de 80 países se reunieron en Bogotá con el objetivo de aprovechar y movilizar recursos para que todos puedan prosperar, incluso en medio de la crisis climática.
As global leaders met at the COP in Dubai, over 700 change-makers who work in communities in over 80 countries met in Bogotá with a focus on harnessing and mobilizing resources so that all may thrive, even in the midst of the climate crisis.
As we undertook this work, we came to appreciate the depth of our personal conditioning as well as that of the staff, leadership, and organisations that engaged in these conversations. We became more aware of the extent to which our own personal perspectives and those of others involved in the discussions have been shaped by existing norms and practices of aid.
Unicorn organizations are extractive, ruthlessly competitive, and hierarchical in their relationships with others, especially local organisations, while zebras tend to have flatter structures informed by the people they serve, and they value empathy and solidarity. Unicorns speak sophisticated English and they “impress” with terms like scalability, profitability, innovation, impact, cash, burn rate, key performance indicators, and IRR (internal rate of return). Zebras don’t know those fancy words because they speak like regular people using less technical terms.
A diverse, multifaceted movement aiming to promote greater visibility of the agendas and practices of community and social justice philanthropy in Brazil.
