Shifting power in social impact work can take different forms, often described as localisation and decolonisation. Both approaches address equity and restorative justice, but through distinct paths.

Localisation focuses on shifting resources including finance, decision-making, ownership, and power to local actors and organisations.

Decolonisation challenges the deeper, systemic structures that have created inequities. It’s a worldview rather than a process, that examines history and its effects on our power structures, finding ways to dismantle them in favour of balancing power beyond just our work.

You can think of localisation as one way to decolonise your organisation’s practices, then.

Localisation

Localisation is about transferring resources and decision-making power to local organisations, recognising that these groups understand their communities’ needs best. The idea is to shift the practice of power to the ones with the lived and technical expertise, to lead projects and design strategies, rather than merely implementing them. Localisation can be a valuable step toward equity, and involves the work of multiple actors to do it meaningfully.

For example, the INGO or larger organisation who would normally design a programme needs to be aware of this imbalance, and step aside. A funder would need to acknowledge the value of channelling resources directly to the locally-led organisations, building their resilience, and starting that bilateral relationship rather than having it run through their INGO partners.

Independent practitioners and consultants like me can use a localised approach by designing evaluations in local languages, being aware of the sociopolitical contexts of our work, and embedding them throughout an impact assessment. It asks us all to shift our focus to the local context rather than the implementers or power holders, as it is now.

However, when applying a localised approach, watch out for:

1. Tokenism: Localisation can be implemented superficially if it stops at project implementation. For instance, involving local partners only after decisions are made, asking for feedback on a draft report, or otherwise not involving them meaningfully reinforces harmful power structures. Instead, co-design with local partners so the process is shaped by their expertise and to enable meaningful knowledge sharing as well.
2. Managing expectations: Often, localisation happens within existing structures, which limits its reach. Local organisations might still need to align with foreign donor expectations, and similarly to above, operating within the traditional environment means your successes are also going to be limited. Lifting those restrictions, for example, through flexible application and reporting requirements, allows some room to expand and bring in new and emerging ideas.
3. Structural constraints: Recognise that existing frameworks may still favour the priorities of power holders. This can mean that while local organisations carry out their projects, they’re still bound by agendas set from afar. Understand where needs can be balanced across different groups and perspectives. That may mean you’ll need new frameworks or adapt existing ones to prioritise different perspectives. As above, leave room for this flexibility

Decolonisation

Decolonisation goes beyond localisation, seeking to dismantle the colonial structures and power dynamics that have historically dominated our sector. Decolonisation isn’t just about shifting responsibilities but fundamentally rethinking how projects are planned and delivered. This approach confronts the dominance of ‘Western’ values, systems, and knowledge and advocates for centring the voices, knowledge, and lived experiences of those who have long been marginalised.

When applying a decolonial approach, make sure to:

1. Value diverse forms of knowledge: Decolonisation asks us to challenge which knowledge and values are considered valid in our work – and why. Sometimes that involves simply being aware of the biases and limitations of our assumptions, and the role of historical oppressions in our assumptions and practices. It involves putting in the work to learn about different ways of knowing, and why and how they were historically marginalised. In doing so we can make space for other types of knowledge. That can look like expanding what a knowledge transfer looks like beyond a two-way exchange (often, power holder to the person over whom they hold power). A decolonial approach to epistemology means recognising the wealth of local knowledge and experience that already exists. Seek out and elevate local knowledge, perspectives, and cultural practices within your projects.
2. Challenging structures: Beyond a simple reshuffling of the system (swapping out a project manager with someone else), a decolonial approach means looking at the system broadly and what needs to shift there. It invites a rethinking of the system itself. This might mean re-evaluating the role of INGOs and power holders, questioning and limiting how much influence they should wield, and working to create structures that are inclusive and based on shared power.
3. Build proper partnerships: Shifting from hierarchical partnerships to relationships built on mutual respect and shared power is a good approach. This could mean creating spaces within your organisation for critical reflection, challenging historical and systemic injustices, and inviting team members to discuss how colonial dynamics play out in their work and brainstorm ways to challenge them.

The journey from localisation to decolonisation isn’t simple, but by actively engaging with both concepts, you can contribute to a fairer, more inclusive NGO sector. Localisation offers a starting point, but pursuing decolonisation takes it further by addressing the roots of inequity. It involves unlearning, relearning, making amends and reparations, and speaking to systemic and structural challenges. To do it properly therefore, you’ll need to start with localisation and build up to applying a decolonial lens to your work – whether that’s through embracing new knowledge sources, designing projects collaboratively, or challenging the structures that hold inequity in place.